Impact Of Leadership Development Programme Research Articles

The Impact of Leadership Development Programs on School Management in Secondary Schools in Eastern China

The Impact of Leadership Development Programs on School Management in Secondary Schools in Eastern China

Impact of Leadership Development Programs on Managerial Effectiveness in Indonesia

Purpose: The aim of the study was to analyze the impact of leadership development programs on managerial effectiveness in Indonesia. Methodology: This study adopted a desk methodology A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Leadership development programs in Indonesia have significantly enhanced managerial effectiveness by equipping managers with essential skills and competencies. These programs have led to improved decision-making, better team management, and increased employee engagement, contributing to overall organizational performance. Managers who have undergone leadership development are more adept at strategic planning and navigating complex business challenges. Furthermore, these programs have fostered a culture of continuous learning and innovation within organizations. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, human capital theory & social learning theory may be used to anchor future studies on impact of leadership development programs on managerial effectiveness in Indonesia. Organizations should design and implement leadership development programs that are tailored to the specific needs and challenges faced by their managers. Organizations should establish policies that support the implementation and sustainability of effective leadership development programs.

Unveiling the impact: A mixed-method inquiry into the impact of leadership development programs

PurposePrior research and theory have shown that transformational leadership can be developed through leader development programs (LDPs). To explain how this happens, research suggests a strong connection between an individual’s leader self-concept and their leadership behavior that can be manipulated through LDPs. The purpose of this article is to delve deeper into this phenomenon to understand how development occurs and to better understand how an LDP can improve leadership behaviors by influencing one’s self-concept and ultimately reduce the training transfer gap. As a broader goal, this article contributes to the existing literature on the value proposition of investing in LDPs.Design/methodology/approachWe conducted an explanatory sequential design mixed-methods study to measure the development of participants and the impact of the program. The quantitative phase of the study used self-report surveys to measure the LDP’s impact on participants’ transformational leader behavior (TLB) and concept of themselves regarding leadership, their leader self-views (LSVs). The study also measured the relationship between LSVs and later enactment of leadership behaviors as the second hypothesis. The subsequent qualitative study was designed to understand the mechanisms that might explain the quantitative results.FindingsThe study’s empirical findings indicate a positive relationship between LSVs (efficacy, self-awareness and identity) and distal leader development outcomes (TBLs). The study’s findings also provide support for the claim that LDPs convert knowledge and skills into TLB, expanding an individual’s capacity to be effective in leadership roles and processes (Day & Dragoni, 2015). Qualitative results also show LDPs improve leader behavior by influencing their self-efficacy via providing tools and knowledge as well as building experimental mindset.Originality/valueBy showing LDPs' long term impacts, this paper demonstrates why short-term leadership development programs are worth investing.

A Qualitative Exploration of Effective Leadership Development Programs and Leadership Process on Succession Planning and Organizational Performance

Leadership is a valuable resource of an organization, and its effectiveness potentially impacts organizational efficacy and productivity. This qualitative single case study includes the possible impact of ineffective leadership development programs for succession planning on organizational performance. Leadership effectiveness comes from the perspective of 17 participants from across the organization of interest. A total of 11 themes and 71 sub-themes that underscore leadership development as iterative emerged from the study. The themes highlight the prominence of informal leadership development efforts, the effectiveness of alignment with exemplary leaders, and leadership practices. Consequently, the effectiveness of leadership development programs is assessed through a leader’s behavioral indicators and traits, exposure to exemplary formal and informal leadership practices, and an organizational culture that enables personal growth. Analysis of the information retrieved from the study confirmed that aspects of the problem statement of this study exist in the organization MNUS. The study included identifying the need for a direct measure of the impact of leadership development programs on the performance of an organization. Leadership development programs are an area of further study.

Exploring the views of academics on an academic leadership program in higher education

Leadership in higher education institutions has been receiving growing interest, because of the role institutions play in developing students to become leaders in the broader society. However, institutions have to equip staff, adequately, with leadership skills, first, and one way of doing this, is through a leadership development programme for academic staff. The purpose of this current study was to explore and describe the impact of an academic leadership development programme, based on the perceptions of the participants. In this study, a qualitative, exploratory descriptive, research design was employed. Thirteen (13) participants were purposively selected to participate in the study. Data were collected using individual, open-ended, face-to-face interviews. The data were transcribed, verbatim, and analysed, using thematic analysis. Four key themes emerged: (1) emotional responses to the programme; (2) professional application of skills; (3) benefits from the programme; and (4) recommendations. The programme had an impact on both the personal and professional lives of the participants, which is evidence of the truly transformative nature of the programme. The study, however, is limited because the researchers only sought to explore the perceived impact of a leadership development programme. To determine the true impact, it would need to be studied, using multiple sources.

Systemic leadership development: impact on organizational effectiveness

PurposeThis study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.Design/methodology/approachUsing a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.FindingsThe leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.Research limitations/implicationsThe findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.Practical implicationsThe findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.Originality/valueA large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

Narrative Review of Leadership Development Programs among Medical Professionals

In the recent studies and large-scale radical change efforts to improve patient safety culture, leadership emerged as the most substantial influential factor in facilitating an organizational culture. Effective leaders care for and support their staffs to improve job satisfaction, loyalty, and productivity, which ultimately promote high-quality care increasing patients’ experience and overall healthcare service satisfaction. In this review paper, themes like leadership in organizational culture, leadership styles, and leadership qualities were analyzed to assess the effectiveness of medical leadership in a healthcare organization where professionals at the bottom often have more significant influence in decision-making than their managers. As most literature evaluated the impact of leadership development programs at personal levels, our study has addressed the paucity of studies that assess the mechanisms by which leadership programs stimulate learning and change at organizational-level outcomes. We found that good medical leadership in an organizational culture includes effective human resources and staff management, strong senior management support, a learning environment, time for improvement efforts, and psychological safety. Transformational leadership style also showed a positive association with job satisfaction, motivation, and teamwork. Besides, a leader’s well-being, pro-activeness, and willingness to learn are also essential factors. Our review advocates for leadership development programs in the medical curricula to morph leadership among medical students, graduates, and continuing physicians in a dynamic and interactive influence process.

Impact of a leadership development programme for physicians in India

Purpose The purpose of this study was to evaluate the impact of leadership development programme on enhancing leadership competencies of physicians in India. Assessment of leadership competencies of physicians is critical for designing suitable leadership development programmes. The previous studies of authors have revealed significant gaps in leadership competencies among physicians in India. Hence, authors have designed a programme incorporating various facets of health-care leadership and evaluated its impact on improvement of leadership competencies of top- and mid-career level professionals. Design/methodology/approach A six-day offsite residential programme incorporating a three-day component of leadership development was organized, in which 96 physicians participated. A mix of pedagogical approaches was used. A pre- and post-assessment of 30 medical leadership competencies was done using a self-administered questionnaire. Findings Majority of participants (69%) scored their competencies at Level 3 and Level 4 (Average to Good) with a mean score ranging from 3.20 ± 0.85 to 4.12 ± 0.71 in the pre-assessment group. In contrast, in post-assessment, this shifted to Level 4 and Level 5 (Good to Very good) in 72% with mean scores ranging from 3.8 to 4.24. Statistically significant differentiation was noted in pre- and post-assessment mean scores for all 30 competencies. The maximum improvement was noted in Competency 29 “Information management system planning and implementation”, whereas the least improvement was noted in Competency 12 “Holding self and others accountable and responsible for organizational goal attainment”. Originality/value The authors believe that this is the first study from India to assess effectiveness of leadership development programmes on enhancing medical leadership competencies demonstrating positive outcome. The findings of this study can provide a roadmap for designing of future medical leadership development programmes for physicians in India.

Collusion with denial: leadership development and its evaluation

Purpose – The purpose of this paper is to investigate ways to gain deeper understanding of the evaluation challenge by reporting on insights about the impact of a leadership development program. It focusses on participants’ reflective post-course analysis of their learning, comparing this to a traditional evaluative analysis. Recently there has been a greater focus on programs to develop leaders who have the requisite cognitive and behavioral complexity to lead in challenging environments. However models for the evaluation of such programs often rely on methodologies that assume learning of specific skills rather than assessment of how well participants are able to cognitively and behaviorally adapt to uncertain and complex environments. Design/methodology/approach – The leadership development program was evaluated in two stages and the findings compared. Stage 1 elicited responses to the program using a traditional evaluation approach. Stage 2 involved 30 semi-structured interviews with the participants exploring the connections made between their development experience, work environment and approach to challenge. Findings – Evaluation approaches which focus on assessing reflection about personal learning provide greater detail on learning experience than traditional approaches to evaluation and can increase our understanding of the broader impact of leadership development programs. Current evaluation practices are mostly traditional despite dissatisfaction with outcomes. There are functional and financial benefits flowing from this practice suggesting collusion with denial between the suppliers and purchasers of leadership development and posing a question of causation. Originality/value – This study supports the use of qualitative evaluation techniques and in particular a focus on post-learning reflection to increase understanding of the impact of leadership development programs. The increased understanding provided by this type of evaluation can play a significant role in both the design of leader development programs and the creation of strategic alignment between business strategy, the purpose of leadership development interventions, learning objectives, program design and program evaluation.

Connecting leadership development to bottom line benefits

PurposeThis paper seeks to explain why measuring the bottom line benefits of leadership development has become increasingly important in an unstable economy, and to highlight ways in which HR professionals can demonstrate the financial impact of leadership development programs alongside other relevant measurements, in line with organisational strategy.Design/methodology/approachThis best practice guide is based on the author's experience, gained over 20 years, of designing, delivering and evaluating wide‐scale leadership development programs for major organisations. It highlights widely used evaluation models and also draws on case study material from a leading specialist insurance company, Hiscox, to highlight the importance of selecting appropriate financial measurements alongside other quantitative and qualitative evaluation methods.FindingsThe Hiscox case study element of this paper demonstrates the importance of selecting appropriate measures and viewing bottom line benefits as a critical element of overall leadership development evaluation.Practical implicationsThe paper offers practical advice for HR professionals on how to measure effectively the bottom line benefits of leadership development.Originality/valueThe paper draws on recent research to demonstrate why both leadership development and the financial benefits it brings are increasingly important, and offers practical advice to HR professionals that can help raise their profile and ensure ongoing investment in leadership development within their organisations.

Leadership in the Making: A Comprehensive Examination of the Impact of Leadership Development Programs on Students

Executive Summary This paper describes "action research" strategies that were employed to assess the process and outcomes of leadership development programs for college students. These methodologies provided evidence that formal leadership development and education programs work on college campuses and that leadership can be taught. Successful outcomes for student participants, their institutions, and their communities were documented. The action research strategy involved multiple stakeholders and assisted in sustaining a social movement to continue leadership development programs on college campuses across the country.