Develop Leadership Capabilities Research Articles

Adaptive Leadership for Multilevel Resilience in the Context of Disruptions

ABSTRACTThis paper examines the relationship between adaptive leadership and three levels of resilience: individual, team, and organizational. Developing multilevel resilience enables organizations to better anticipate conflicts and respond to environmental disruptions. Through correlation and regression analysis based on 148 respondents from companies in Russia, we build the relationship between adaptive leadership and three levels of resilience, unpacking the new role of leadership in shaping managerial responses to contextual change. The results suggest that adaptive leadership can positively influence all three levels of resilience, with adaptive leadership having the most significant impact on team resilience, then organizational resilience, leaving employee resilience behind. Such findings contribute to a deeper understanding of how exactly managerial mechanisms should be redesigned to overcome disruptions and develop leadership capabilities.

Research on the Path of Effective Management under New Vision

In today's rapidly evolving business landscape, traditional management approaches are facing new challenges and difficulties. Effective management has become a critical element for organizational success, yet achieving it within the new environment remains a complex issue. This paper explores the path to effective management under the emerging integrated perspective. Through a comprehensive literature review and empirical research, the study identifies several key strategies that can help organizations navigate the new realities, including building adaptive organizations, strengthening communication and collaboration, promoting innovation and change, developing leadership capabilities, and fostering learning-oriented cultures. Drawing on modern management theory, innovation management, organizational behavior, and leadership frameworks, the research constructs a holistic theoretical foundation. The analysis of case studies across diverse sectors, such as information technology, cross-cultural management, strategic management, and knowledge management, reveals both the advantages and limitations of these theories in practical application. The findings suggest that the path to effective management is multifaceted, requiring the strategic and integrated deployment of various management practices. By examining the management approaches of successful organizations, the study proposes actionable strategies to help enterprises enhance their performance and competitiveness in the new era. The insights from this research are expected to provide valuable reference and practical guidance for organization leaders, supporting their efforts to achieve greater development and progress in the face of emerging challenges.

THE IMPACT OF DIGITAL TRANSFORMATION AND LEADERSHIP ON ORGANIZATIONAL RESILIENCE IN DISTANCE EDUCATION INSTITUTION: HIGHER-ORDER SEM APPROACH

To overcome the difficulty and unprecedented suspensions due to the COVID-19 pandemic, every organization is required to consider strategic steps to sustain, one of which is by implementing digital transformation and developing leadership capability. This study aims to determine the impact of digital transformation and leadership capability in maintaining the organization, particularly in distance education. This study used questionnaires distributed to 402 students to obtain their opinions on digital transformation, leadership capability, and organizational resilience in Universitas Terbuka, a founder of distance education institutions in Indonesia. Data were analyzed using descriptive and Higher-Order Structural Equation Modeling analysis. Based on the modelling, it is shown that the modelling had a good value of the Goodness of Fit Indicator through a standardized loading factor (SLF) more than the tolerable loading factor limit (>0.50). The Variance Extracted (VE) and Construct Reliability (CR) values also showed that the questions on every indicator used in this study were sufficiently measurable and reliable. The results of hypothesis testing indicated that there was a positive and significant impact of digital transformation and leadership capability on the organızatıonal resılıence of Universitas Terbuka.

Gold standard research and evidence applied: The Inspire Nursing Leadership Program.

Billions of dollars are invested annually in leadership development globally; however, few programs are evidence-based, risking adverse outcomes, and wasted time and money. This article describes the novel Inspire Nursing Leadership Program (INLP) and the outcomes-based process of incorporating gold standard evidence into its design, delivery, and evaluation. The INLP design was informed by a needs analysis, research evidence, and by nursing, Indigenous, and equity, diversity, and inclusion experts. The program's goals include enabling participants to develop leadership capabilities, cultivate strategic community partnerships, lead innovation projects, and connect with colleagues. Design features include an outcomes-based approach, the LEADS framework, and alignment with the principles of adult learning. Components include leadership impact projects, 360-assessments, blended interactive sessions, coaching, mentoring, and application and reflection exercises. The evaluation framework and subsequent proposed research design align to top-quality standards. Healthcare leadership programs must be evidence-based to support leaders in improving and transforming health systems.

When and why proactive employees get promoted: A trait activation perspective.

Although there is a consensus that workplace proactivity is vital for both employees and organizations, little is known as whether proactivity is beneficial for employees to develop leadership capabilities. Drawing from trait activation theory, we theorize that proactive personality could enhance employee promotability through taking charge behavior. We also propose that task structure determines the odds that proactive employees might be promoted. We tested the theoretical model with data from 226 employees and their direct leaders in 26 teams at three time points. The results of multi-level path analysis indicated that the positive relationship between proactive personality and taking charge was stronger in more organic work unit, which in turn, positively related to employees' promotability. These findings provide new knowledge in understanding the impacts of proactive personality and offers important empirical practices for proactivity management for organizations.

Enhancing leadership training in health services – an evidence-based practice-oriented approach

PurposeGlobally, private and public organisations invest ever increasing amounts of money, time and effort to develop leadership capabilities in current and future leaders. Whilst such investment results in benefits for some, the full value of developmental strategies on offer is not always realised. Challenges inhibiting achievement of full value include struggling to identify learning programs that best fit with the organisational structure, culture, mission and vision and difficulties in maximising engagement of personnel at multiple levels of the management structure.Design/methodology/approachThe purpose of this study is to introduce a pathway for health services to develop and embed simulation-based educational strategies that provide targeted learning for leaders and teams. Aligning this approach to leadership development through presentation of case studies in which the model has been applied illustrates the pathway for application in the health-care sector.FindingsThe findings of the approach to leadership development are presented through the presentation of a case study illustrating application of the ADELIS model to simulation-based learning.Practical implicationsThe ADELIS model, outlined in this study, provides a guide for creating customised and flexible learning designs that apply simulation-based learning, enabling organisations to develop and provide leadership training for individuals, units and teams that is appropriately fit for purpose.Originality/valueThe key contribution to health-care leadership development offered in this study is the rationale for using simulation-based learning accompanied by a model and pathway for creating such a pedagogical approach, which embraces the reality of workplace circumstances.

Mentor-coaching in an Australian HEA fellowship program: developing transformative learning and teaching leadership capability

ABSTRACT Mentoring and coaching are primarily intended to develop mentees, net of any benefits for mentors. This paper details the construction of a mentor-coaching model to develop leadership capability in Higher Education Academy Fellowship program mentors at an Australian university. We elaborate developmental benefits for mentors of an iterative approach, in which mentee experiences inform subsequent mentor training and help to build community. This serves the key aims of our program, including anticipated benefits for the institution flowing from this strategy for driving broader change in learning and teaching cultures and practices. We propose that dyadic and group mentoring can be structured to support growth in leadership capability in a community of mentors, if participation in that community is framed as a form of continuing professional learning. We detail the program level mechanisms through which this capability building model of mentor-coaching may potentially transform learning and teaching at Deakin University.

The impact of developing leadership capabilities in achieving organizational excellence – A field study on King Abdulaziz University employees –: أثر تنمية القدرات القيادية على تحقيق التميز التنظيمي لدى موظفي جامعة الملك عبد العزيز: دراسة ميدانية

This study aimed to study the impact of leadership development on achieving organizational excellence at King Abdulaziz University, knowing the reality of organizational excellence at the university from the point of view of the study sample, and investigating the reality of leadership capacity development at the university from the point of view of the study sample, and providing scientific recommendations based on the results. The study helps in knowing the effectiveness of leadership development programs and how they affect the achievement of organizational excellence. To achieve the objectives of the study, the researcher used the descriptive analytical approach, and data was collected by means of a questionnaire, and a simple random sample of (230) was taken from the study population, which numbered (537) leaders. Academic and administrative staff at King Abdulaziz University, and the data were treated statistically using the statistical package for social sciences program. The study reached many results, the most important of which is that there is interest and knowledge of the dimensions of organizational excellence within the university, and there is an application and interest in developing leadership human capabilities to a very high degree, while the development of intellectual capabilities leadership to a high degree, and this indicates the university’s interest in developing leadership capabilities in a way that achieves its goals, and that there is agreement from the majority of the study sample to know ways to solve the problems facing the administration, by relying on the various experiences and skills and benefiting from them in the decision-making process. Brainstorming, which helps in developing the intellectual leadership capabilities of leaders, and there is a need to provide employees with the scientific methods used at work, and to conduct workshops to develop their organizational capabilities, and it is necessary to enhance the benefit of proactive studies in the field of business, analyze strengths and weaknesses, and identify Opportunities, challenges and risks facing management, by knowing the appropriate analytical tools.

Managing the strategic readiness of industrial companies for digital operations

This study focused on how the strategic readiness of companies for digital operations is managed. The empirical evidence was derived from case studies on 11 industrial companies. The study's findings show that most of the studied companies face challenges in adjusting their digital operations. In response, we propose that to facilitate strategic readiness for digital operations, companies should find a balance between intuitive and data-based decision making; develop leadership capabilities related to strategic development, technology adoption, and culture creation; find a balance between their own and customers' readiness and willingness to accept digital operations; and increase inter-organizational collaboration in the use of digital technologies to allow for simultaneous upgrading of all partners' strategic readiness for digital operations. This study is among the first to examine the strategic readiness of companies for digital operations by attempting to determine how digital operation can be integrated effectively into daily practice.

Advancing leadership in medical radiation sciences: Incorporating systematic leadership education in pre-registration curricula

Advancing leadership in medical radiation sciences: Incorporating systematic leadership education in pre-registration curricula

The role of the librarian in developing leadership capabilities in staff

This session will focus on the dilemmas and challenges of providing effective leadership skills for modern schools with digital information and communication technology (ICT) capabilities. It will review the selected challenges of engaging different generations of staff in ICT based learning and recommend strategies for effective leadership of ICT based schools. It will particularly focus on the issues of how a librarian and a library can assist to provide relevance and appropriateness of ICT based proposals andprograms, and suggest ways to implement leadership policies which enable senior staff to remain accountable whilst all the changes enabled by ICT based learning are occurring within a school.

전제적 리더십이 과업성과와 창의성에 미치는 영향 - 심리적 주인의식의 매개역할 -

Currently the world is in an unexpected COVID-19 pandemic. As a result of this, as telecommuting and non-face-to-face work become more common in the workplace, It is required to have leadership capabilities of leaders to maintain the psychological stability of the followers in the organization, a sense of responsibility and belonging to the organization and to be creative. However, even in the changed work environments, negative leadership issues are constantly occurring due to the coercive and unethical behavior of the leaders at work. The disruptive influence of the leader leads to destruction of work performance and organizational culture of not only individuals but also the organization as a whole, and it also has a great impact on society. This study investigate the negative effects of the destructive and unethical despotic leadership of hierarchical leaders that hinder follower's task performance and creativity in organization and also investigate the mediating effect of psychological ownership in this process. As a result of analyzing a questionnaire collected from a total of 211 dyds of subordinates and their direct leaders samples of army officials(officers and enlisted officers) the leader’s despotic leadership has a negative(-) effect to the psychological ownership of the members. It was found that the psychological ownership mediates the relationship between despotic leadership and task performance and creativity. The results of this study show that the leader's despotic leadership behavior is a destructive factor that hinders the psychological ownership of members in the organization and the psychological ownership plays an important mediating role in linking the leader's despotic leadership behavior that hinders follower’s task performance and creativity. This study broadened the scope of understanding about the negative effects of despotic leadership through the first empirical study in Korea on despotic leadership which has not been studied much in academia. The area of negative leadership research in a different perspective from the traditional leadership research in which the positive leadership of leaders is the mainstream was expanded. We examined how despotic leader behavior affects follower psychological ownership, and how their work performance and subordinate's creativity are affected. It provides practical implications for what negative leadership needs to be suppressed or eliminated in the workplace. It is proposing implications for how to develop leadership capabilities and what to educate and train for organizational managers seeking sustainability and prosperity. Finally, the limitations of this study and future research directions were discussed.

Can mentoring programmes develop leadership?

ABSTRACT Mentoring programmes are popular within organizations as well as educational institutions. Research has shown that mentoring can be an effective tool for employee career development broadly; however, there has been a relatively small amount of research on the effectiveness of mentoring as a tool for leadership development specifically. This paper reviews the research on mentoring relationships, leadership development programmes, and the overlap of the two. Additionally, it provides a qualitative review of the three extant longitudinal intervention studies that have explicitly evaluated the impact of mentoring programmes for leadership development. The review shows that mentoring programmes are promising arenas for developing leadership capabilities for both mentees and mentors, but more evidence is needed to reach a definitive conclusion. The article concludes with recommendations for human resource development practitioners who would like to use mentoring for leadership development purposes.

Supporting the development of program leaders in higher education: An action research case study

The higher education (HE) landscape continues to grow in complexity; thus, there is a need to improve the understanding of leadership in this context. This action research (AR) study was undertaken in a multi-disciplinary context of an Australian university to develop and evaluate an action learning (AL) project promoting leadership practice. An overview of AL is provided to situate the case study methodology and to demonstrate how it is used to develop leadership capabilities and benefit ‘team learning’. The findings support the development of AR programs for leaders in the ever-changing environment of HE. The need for an understanding of what leadership is, the development of a learning community and the articulation of the learning processes are seen as essential to support leaders in their development. Leaders not only need to be reflective but also require a safe and trusting environment to support their quest for career progression, grants and awards.

CONSCIOUS LEADERSHIP: MOVING TO AN INTENTIONAL FOCUS FOR A THRIVING WORKPLACE CULTURE

AbstractBased on observation and her own experience, the author contends that people who are successful in their functional roles are promoted into management roles and expected to lead. Some organizations figure out that developing leadership capability at the earliest stages is central to success. However, in helping leaders achieve better performance, we're not seeing enough of that investment. The author learned leadership the hard way: through making it up. She draws on her own experience moving from sales into a managerial/leadership role and on research from professors Amy Edmondson of Harvard Business School and Martin Seligman of the University of Pennsylvania. The author expounds on the following steps for new leaders: (1) wise up, (2) accept you'll need to change, (3) leadership is a balancing act, and (4) stay connected. For instance, within point 2; regardless of how good you are at delivering, project managing, and managing efficiency, you won't come into leadership as a fully rounded leader. There are also steps for employers: (1) mentor them, (2) build leadership mind‐set early, (3) promote based on technical and behavioral competence, and (4) create a listening culture. Within point 3, no one should be promoted for technical or professional capability alone.

The Role of Using Case Studies Method in Improving Students' Critical Thinking Skills in Higher Education

Investigating the use of case studies as a teaching strategy to enhance the critical thinking skills of the students is the basic objective of this study. By discovering content and procedural issues, best practices are investigated and ways are discovered to foster critical thinking, as a result of which the students tend to develop the ability to think critically. This research employed mixed research methods and used the SPSS program for data analysis. The participants in this research are 42 students from the business management program of leadership and group dynamics course in applied sciences university (ASU) in the kingdom of Bahrain. Based on the research findings, the critical thinking skills of the students have been a consequence of the case study method. The findings of this research may have significant value for other higher education institutions in the wider Gulf region. If the case studies method is used in teaching, it will greatly contribute to the leadership and group dynamics educators in nurturing active learning. Additionally, it is likely to inculcate critical thinking skills, which are highly significant to develop leadership capabilities.

Stress and coping strategies among NHS executives in sustainability and transformation partnerships

This study investigated stress experienced by NHS executives and their coping strategies following the development of sustainability and transformation partnerships (STPs). Lazarus and Folkman's (1984) transactional model of stress and coping was used to identify a range of stressors and coping strategies deployed by NHS executives to mitigate stress. An inductive qualitative approach was adopted using interview data, aiming to distinguish potentially harmful stressors from benign stressors and to discuss emotion-based and problem-based coping strategies. Finally, the authors strived to make clear recommendations for NHS England to develop leadership capability regarding inter-role conflict and the development of a regional culture of resilience among system-level executives.

Leadership Capability Framework for the Construction Industry Leaders in Malaysia

This study aims to identify the leadership capabilities for Malaysia construction industry team leaders. This research apllied exploratory sequential mix-method research design where is qualitative followed by quantitative method. In the first phase, semi-structured interview was used and purposive sampling was employed in selecting 15 research participants. Team leaders and Human Resource Managers were selectetd to be reseach participants of this study. Qualitative data was analysed using content and thematic analyses. Quantitative data was collected using survey questionnaire involving 171 randomly selected team leaders as respondents. The data was examined using descriptive and inferential statistics consisting of t-test, One-way Analysis of Variance (ANOVA), Pearson Correlation, Multiple Regression and Structured Equation Modeling (SEM). This research found that personal integrity, working within industry, customer focus and quality, communication and interpersonal skill, developing and empowering people and working as a team were required leadership capabilities among construction industry team leaders. Findings also indicated that leadership skills was the important element to develop leadership capability. A framework developed can be used as a guide by employers in improving leadership capability of Malaysia construction industry team leader.

Using Collaborative Coalition Processes to Advance Community Health, Well-Being, and Equity: A Multiple-Case Study Analysis From a National Community Transformation Initiative.

Spreading Community Accelerators Through Learning and Evaluation (SCALE) was a Robert Wood Johnson Foundation-funded initiative from 2015 to 2017 to build capability of 24 community coalitions to advance health, well-being, and equity. The SCALE theory of change had three components: develop leadership capability, build relationships within and between communities, and create an intercommunity system to spread promising ideas. The theory was operationalized through training academies, coaching, and peer-to-peer learning that explicitly addressed equity and systems change. In this article, we describe how SCALE facilitated community transformation related to Collaborating for Equity and Justice Principles 1, 3, 4, and 6. We conducted a multiple-case study approach with two community coalitions including site visits, interviews, and observation to illuminate underlying mechanisms of change by exploring how and why change occurs. Skid Row Women worked with women experiencing homelessness in Los Angeles to address diabetes and food systems. Healthy Livable Communities of Cattaraugus County used a portfolio of projects in order to create system changes to improve population health and increase access to services for people with disabilities in rural New York State. Through our analysis, we describe how two coalitions used SCALE tools for collaborative coalition processes such as aim setting, relationship building, and shared decision making with community residents. Our findings suggest that advancing Collaborating for Equity and Justice principles requires self-reflection and courage; new ways of being in relationship; learning from failure; productive conflict to explicitly address power, racism, and other forms of oppression; and methods to test systems improvement ideas.

Experiences that develop leadership capabilities

PurposeThe purpose of this paper is to answer the research question: what recent experiences – other than undertaking training and development programmes – do mature managers and professionals regard as important for their development as leaders?Design/methodology/approachA survey was issued to mature managers and professionals, asking them to rate the contribution of certain experiences to their recent development of leadership capabilities, and to provide qualitative data on the most important experiences.FindingsThe experience that was rated most highly in developing leadership capabilities was “tackling a significant challenge or challenges”, followed by “taking, or contributing to, major decisions”, and then by “taking on new responsibilities”. Controlled interventions such as coaching/mentoring, appraisal feedback, and temporary new responsibilities were awarded relatively low ratings.Research limitations/implicationsThe sample was drawn from graduates of an executive master’s degree, who are likely to have positive attitudes to self-development and to learning from experience.Practical implicationsThe findings can be used to help mature leaders, and those who facilitate leadership development, to identify and use experiences that may develop leadership capabilities.Originality/valueThere are few recent studies on the kinds of experiences that are perceived to develop leadership capabilities of mature managers and professionals.