Leadership Development Research Articles

Leadership in dance and dance education: a review

ABSTRACT Few studies have analyzed the relationship between the arts and leadership or leadership development using arts-based methods, even though much has been written about the ‘art of leadership’ or ‘leadership as art.’ Using both the scoping and bibliometric review methodologies, the purpose of this study is to identify the main research topics and their evolution over time, paying particular attention to research on dance leadership. The review identified 33 documents in dance leadership and 132 articles in arts leadership and leadership development published in EBSCO and Web of Science-indexed journals between 1982 and 2022. We found that the knowledge base has grown at an accelerating rate and with increasing gender and geographic diversity. It also reveals the emergence of two main themes in these fields: the role of aesthetics and the rise of embodiment as explanatory concepts.

THE INFLUENCE OF ORGANIZATIONAL COMMITMENT AND WORK DISCIPLINE ON EMPLOYEE PERFORMANCE AT PT. EXPRESS MAXIMUM SEMARANG BRANCH, CENTRAL JAVA

This study investigates the impact of Organizational Commitment and Work Discipline on Employee Performance at PT. Express Maximum Semarang Branch, Central Java. The research employs a quantitative approach with multiple linear regression analysis. The population consists of 82 employees, and the entire population was used as the research sample (total sampling method). Data were collected through surveys and processed using statistical analysis to determine the relationship between organizational commitment, work discipline, and employee performance. The results reveal that both organizational commitment and work discipline significantly influence employee performance, with work discipline being the dominant factor. Employees with high commitment exhibit greater loyalty and responsibility, while those with strong discipline tend to be more productive and efficient. The study emphasizes the importance of enhancing commitment through leadership and career development while strengthening discipline through policies and performance evaluation to improve overall productivity.

Mayo Clinic Global Oncology Fellowship: Development and Implementation of a Novel 2-Year Multidisciplinary Training Program for Oncologists from Low- and Middle-Income Countries.

Cancer is set to become the leading worldwide cause of premature death and mortality will be disproportionately greater in low-and-middle-income countries (LMIC) due to limitations in physical resources and oncology specialists. To address unmet workforce and educational needs, the Department of Radiation Oncology at Mayo Clinic developed the Global Oncology Fellowship, a 2-year multidisciplinary oncology training program for practicing physicians from LMIC. The fellowship was developed through collaboration with multiple institutional departments and external stakeholders. Eligible fellows are graduates of a recognized international medical school who have completed oncology training in a LMIC and confirm intent to practice in a LMIC. During the 2-year program, fellows rotate through Radiation Oncology, Medical Oncology, Palliative Care, Diagnostic Radiology, radiation dosimetry, research, and leadership development. The program design is flexible and can be tailored to fit the trainee's clinical needs and interests and focuses on malignancies and technologies that are common in LMIC. The Global Oncology Fellowship was successfully established and supported by benefactor funds. Recruitment of the first trainee faced challenges related to COVID pandemic, completion of medical licensing exams, and obtaining a United States visa. The first fellow started in February 2023 with training ongoing. With the formal approval of the Global Oncology Fellowship in 2024, the program is recruiting for the 2025-2027 academic years. Short- and-long term assessments of the program are ongoing. The Mayo Clinic Global Oncology Fellowship is a multi-disciplinary training program developed to address the educational needs of oncologists in low-and-middle income countries. We hope to contribute to the number of highly trained oncology specialists in LMIC, who will go on to be leaders in clinical care, education, and research.

The impact of digital technologies on public service delivery: the role of organizational structures and decision-making

Purpose To fill a research gap in the current literature, using resource dependence theory, this study aims to investigate the role of organizational structures and decision-making processes in mediating the relationship between digital technology and service delivery in public organizations in Ghana. Design/methodology/approach The study used a quantitative technique with the use of partial least squares structural equation modelling, analysing data from a stratified random sample of 450 respondents from diverse organizations. Findings The findings show that digital technologies have a major impact on organizational structures and decision-making, resulting in improved service delivery. With an R-square value of 0.839, the measurement model shows strong validity and reliability and accounts for 83.9% of the variance in service delivery. These findings highlight the need for public organizations to implement a thorough digital transformation plan that includes cultural shifts and leadership development to maximize service delivery results. Originality/value The research offers significant contributions to theory and practice, assisting practitioners and policymakers in using digital technology to enhance public sector performance.

Linking servant leadership and career development to employee voice behaviour through engagement and commitment: evidence from State Polytechnics in East Java, Indonesia

Linking servant leadership and career development to employee voice behaviour through engagement and commitment: evidence from State Polytechnics in East Java, Indonesia

Research on leadership potential: where are we and where should we be heading?

Purpose The purpose of this study is to clarify the definitional inconsistencies around the concept of “leadership potential” and differentiate it from related constructs, provide a comprehensive review of the literature and propose a research agenda to guide future studies. Design/methodology/approach The authors adopt a systematic literature review method to achieve this purpose. Adhering to the established guidelines, they analyzed 81 empirical articles published in 27 leading journals from 2011 to 2024. Findings Despite its prominence in discussions of leadership emergence, development, effectiveness and promotability, the literature lacks consensus on operationalizing leadership potential. In response, the authors propose a novel operationalization based on Pinder’s (1988) three dimensions of motivation, namely – direction, intensity and persistence of behavior. The analysis of this paper structured through the theory-context-characteristics-method (TCCM) framework identifies several critical gaps: One-third of the reviewed studies lack a theoretical foundation, while the remaining predominantly rely on trait and cognition-based approaches; most research emphasizes individual-level predictors and outcomes, with limited exploration of contextual factors; and quantitative approaches dominate the field leaving room for alternative methodological approaches. Based on these observations, a future research agenda using TCCM has been proposed. Originality/value This study contributes uniquely to the leadership literature by clarifying the distinctions between “leadership potential” and related constructs, introducing an operationalization grounded in Pinder’s motivational framework and presenting a holistic view of the literature on leadership potential. Further, this study advances the field by proposing a future research agenda, an aspect previously unexplored. Additionally, the authors use the TCCM framework, a guided framework for systematic literature review that has not been adopted in the leadership literature.

Assessing the Impact of Leadership Training Programs

Leadership training programs play a crucial role in developing the skills necessary for effective leadership within organizations, communities, and educational settings. This paper examines the diverse formats of leadership training and explores methods for evaluating their impact. A mixed-methods approach involving quantitative and qualitative techniques highlights the importance of aligning training objectives with organizational needs. Key findings from case studies reveal significant improvements in interpersonal skills, resilience, and empowerment among participants. However, the evaluation of leadership programs faces challenges such as reliance on self-assessments and narrowly focused tools. Recommendations emphasize the importance of tailored, evidence-based approaches, stakeholder engagement, and continuous evaluation. Finally, future directions include exploring the role of technology in remote leadership development and adapting training to changing societal needs. Keywords: Leadership Training, Program Evaluation, Organizational Development, Emotional Intelligence, Self-awareness.

Exploring the Role of Emotional Intelligence in Educational Leadership

Emotional Intelligence (EI) plays an important role in educational leadership by influencing decision-making, team dynamics, and organizational climate. EI is defined as the ability to perceive, understand, and manage emotions in oneself and others, fostering a collaborative and supportive school environment. This paper examines how EI, through its core competencies self-awareness, self-regulation, motivation, empathy, and social skills enables leaders to mediate conflicts, improve staff morale, and create a positive school climate. The theoretical framework highlights the connection between EI and transformational leadership, emphasizing its role in goal achievement, continuous learning, and fostering relationships within educational settings. Practical applications, including training programs that develop emotional competencies, underscore EI as a learnable skill critical for leadership success. Challenges such as resistance to change, lack of awareness, and limited resources are discussed alongside opportunities for EI-focused professional development initiatives. The paper concludes that embedding EI training into leadership development programs can enhance educational leaders’ effectiveness, improve team cohesion, and positively impact student outcomes, laying the groundwork for future research and practice. Keywords: Emotional Intelligence (EI), Educational Leadership, Transformational Leadership, School Climate, Emotional Competencies, Professional Development.

‘Learning and Unlearning’: Core Leadership Competencies for Driving Success in Special Economic Zones in South Africa

Special Economic Zones (SEZs) are instrumental in promoting industrialisation and economic growth in many countries, especially within the developing world. While various SEZs established in South Africa are expected to drive local economic development processes, their performance has been erratic due to various governance, regulatory, and infrastructure issues. This study explores the core leadership competencies required to enhance the success of SEZs. It emphasises the importance of continuous learning and unlearning outdated practices. The paper draws on Peter Senge’s Continuous Learning Theory to explain how SEZ leaders could adapt to dynamic environments and provide sustainable growth. The study addresses two key research questions: (1) What leadership competencies are necessary to efficiently govern SEZs? (2) How do continuous learning and unlearning by SEZ leaders make a difference in inducing sustainable growth? This systematic review applied the PRISMA methodology to source the data from databases like Google Scholar and Scopus, among others, for sources published between 2010 and 2024. Findings revealed that the core leadership competencies required for effective SEZs include innovation, adaptability, and strategic thinking. This paper argues that continuous learning is imperative for leaders to keep pace with the complexity of shifting global economic circuits while unlearning is critical to avoid common pitfalls. This study contributes to the literature by recommending that leadership development inside SEZs be more contributory toward economic outcomes and encourages further research into what part leadership will play in regional economic development.

The Importance of Mentorship in Educational Administration

Mentorship in educational administration is a critical strategy for professional growth, leadership development, and institutional success. In a complex and evolving educational landscape, mentorship provides essential support, guidance, and practical knowledge that bridge the gap between theory and practice. This paper examines the roles, benefits, and challenges of mentorship in fostering effective educational leaders. Key themes include the nurturing of professional skills, the reduction of isolation among new administrators, and the role of mentors in creating a collaborative, trust-based leadership environment. Effective mentorship programs strengthen professional confidence, decision-making, and organizational cohesion. Recommendations focus on institutional investments in structured mentorship programs, mentor training, and the adoption of flexible frameworks to ensure sustainable success. The study underscores mentorship as a transformative practice essential for building resilient educational leadership. Keywords: Mentorship, Educational Administration, Leadership Development, Professional Growth, Administrator Support

HR competence in the public sector: antecedents and outcomes

PurposeThis study examines antecedents and impacts of HR competence and effective HR practices in organizations. People are an essential asset in organizations, but their potential is reduced without robust HR practices and competent HR professionals. Few studies have investigated causes of low HR professional competence and poor HRM practices.Design/methodology/approachThis explanatory mixed-method study used survey data (N = 322), interviews and online statements. Data was collected in Vietnam, a country well suited to this study as it has considerable variation in institutional arrangements. It has legacies of Chinese, French and Soviet influence and more recently has adopted international reform models, such as new public management.FindingsAgency accountability, autonomy and servant leadership promote HR competence, and consequently effective HR practices, and employee and employer outcomes (public service motivation, organizational commitment and organizational performance). Interviews triangulate findings from the survey data and explain barriers (rules, incentives, nepotism, corruption) to these quantitatively examined processes occurring. Strategic solutions for improving HR practices and professional competence are identified.Practical implicationsPractical implications of this research include a greater understanding of the importance of individual accountability and autonomy for executives, with the promotion of servant leaders through better screening and leadership development. Selection criteria should hinge on achievement, merit and the desire to serve the public interest. Competent HRM units should be developed and supported. Such units should focus on managing performance through ensuring line managers do basics such as setting clear goals, giving feedback, training and developing staff. Developing succinct appraisal criteria that reward good performers and sanction poor performers needs to be prioritized.Social implicationsThis study provides useful guidance on how to reform public administration systems so that reforms are more effective.Originality/valueThis study identifies both institutional and leadership antecedents to both HR competence and HR practices and their subsequent impacts. Its institutional and developing country orientation complements past studies that have been psychologically oriented and in the global north.

The Effect of Training and Leadership Development on Organisational Productivity

Human resources (HR) is a major factor in achieving organizational goals, and investment in training and leadership development is a crucial aspect in improving individual competence and organizational effectiveness. This study aims to deeply analyze the effect of training and leadership development on organizational productivity of the Student Executive Board of the Faculty of Economics, Islamic University of Jakarta (BEM FE UIJ). Using a quantitative approach, this study involved 32 respondents consisting of members of BEM FE UIJ. Data were collected through a survey using a questionnaire that had been tested for validity and reliability, then analyzed using multiple linear regression techniques using SPSS 25 software. The results showed that training has a positive and significant influence on organizational productivity (Sig. 0.008 <0.05), which indicates that a systematically structured training program can improve the skills and work effectiveness of organizational members. Meanwhile, leadership development also contributes positively to productivity, although it is not statistically significant (Sig. 0.078 > 0.05). Regression analysis shows that training and leadership development simultaneously have a significant influence on organizational productivity, with a coefficient of determination (R²) of 52.9%. This suggests that the two variables are able to explain most of the variability in productivity in organizations. Structured training effectively improves competencies, and leadership development adds value. This study underscores the importance of investing in training and leadership development to improve the performance of student organizations.

The Impact of Leadership Development Programs on Organizational Resilience and Change Management

Modern business environments require organizations to possess advanced tools which Leadership Development Programs (LDPs) develop through their pivotal role in this process. This research examines how Leadership Development Programs (LDPs) support the development of organizational resilience as well as strengthen change management capabilities. An organization needs resilience to respond to disruptions and requires effective change management for achieving smooth transitions during times of essential transformation. Organizational performance metrics have been assessed using a mixed methods model which combines quantitative survey data with qualitative data analysis for evaluating LDP impact. Leadership development programs that follow well-defined structures produce remarkable improvements in leaders' ability to predict future crises as well as their management and adaptation skills. Within organizations LDPs set the stage for adaptable workplaces through which innovation can thrive because team members experience less resistance during transitions. Industrial case studies prove that companies which implement leadership development efforts achieve swift returns through operational efficiency while retaining workforce commitment and maintaining market superiority. Multiple barriers exist in the way of LDP program success including resource limitations and goal misalignment and inconsistent program assessment approaches. To achieve maximal results from LDPs organizations must develop specific leadership development programs that include all stakeholders and connect directly to organizational goals. This research adds value to established literature through its combination of resilience theory with change management theory as precise foundations for leadership development models. This work presents practical guidance to professionals by outlining step-by-step solutions for designing LDPs together with methods to enhance organizational adaptiveness and valid assessment metrics. Organizations must establish leadership development as their strategic base for sustainable growth since changes and uncertainties demand immediate attention

Learning together: A quality improvement project on tandem training for dyad leadership partners in healthcare

Formal training for those in managerial roles in healthcare is often fragmented, with clinical leaders and operational leaders receiving separate training or none at all. This project aimed to gain insights into how to better prepare leaders in dyad leadership roles through education provided to them in partnership. Understanding and strengthening dyad leader relationships can help shape positive experiences for leaders and their teams. To this end, a novel, free self-directed program, based on the Leads Self domain of the LEADS framework, was delivered. Participants reported a high satisfaction rate with the program. Self-assessed leadership scores indicated significant improvements in leadership capabilities. This project’s findings have the potential to inform future leadership development programs and contribute to improving co-leadership practices in real-world settings.

The Modern University’s Mission and Transformation: Addressing Challenges in a Multipolar World

In the modern higher education sphere, universities’ ability to adapt has become more vital to their success and longevity. This study investigates the influence of leadership, technological innovation, sociopolitical engagement, skill and curriculum development, institutional collaboration, and governmental regulatory frameworks on university adaptability. Quantitative research was conducted by surveying 980 participants from various institutions in Kazakhstan, Russia, and Spain, using a standardized questionnaire. Structural equation modeling was employed to analyze variable connections. The findings suggest that leadership (β = 0.32, p < 0.001), technological innovation (β = 0.28, p < 0.001), sociopolitical engagement (β = 0.19, p < 0.001), and curriculum and skills development (β = 0.25, p < 0.001) have a substantial positive impact on the adaptability of universities. Furthermore, the mediation analysis demonstrated that institutional collaboration partially mediated the relationship between university adaptability and both leadership (indirect effect = 0.14, p < 0.01) and technological innovation (indirect effect = 0.12, p < 0.01). Additionally, moderation analysis verified that the government regulation framework substantially moderated the effects of leadership (β = 0.15, p = 0.02) and technological innovation (β = 0.10, p = 0.03) on university adaptability. These findings emphasize the importance of new technologies, effective leadership, and institutional collaboration for improving university adaptability. Doi: 10.28991/ESJ-2025-09-01-022 Full Text: PDF

Leadership development in the cross-cultural context of China: Who really cares?

Leadership development in the cross-cultural context of China: Who really cares?

Leadership development in health and medicine: Insights, innovations, and applications.

Leadership development in health and medicine: Insights, innovations, and applications.

Leadership development programs in healthcare organizations: What they are and how to assemble them.

In the highly competitive, perennially-changing healthcare industry, management prowess is vitally needed by those in positions of authority, but in isolation it is insufficient for delivering optimal results. Instead, management proficiencies must be complemented by leadership skills which amplify managerial efforts and outcomes. One avenue for building leadership acumen in healthcare organizations involves the establishment of leadership development programs. These programs generally assemble a range of opportunities permitting managers to learn about leadership and acquire associated proficiencies. Leadership development programs afford many benefits for healthcare providers, but in order to capitalize fully, thoughtful assembly is required. To shed light on this important topic, this article provides an overview of leadership development programs, noting a formal definition, stipulating associated benefits, and discussing options for assembly, all through the lens of Willis Knighton Health's leadership development initiatives and experiences.

Commentary. Leadership development in health and medicine: Insights, innovations, and applications.

Commentary. Leadership development in health and medicine: Insights, innovations, and applications.

Leadership & professional development: Developing expertise in traditionally subspecialty topics.

Leadership & professional development: Developing expertise in traditionally subspecialty topics.