Investment In Leadership Development Research Articles

The Impact of Leadership Practices on the Adoption of Digital Transformation: The Moderating Role of Organizational Culture in Jordanian Manufacturing Sector

This study investigates how organizational culture influences the relationship between leadership practices and digital transformation, as well as the impact of digital leadership practices on the adoption of digital transformation inside organizations. Using a quantitative approach, data from numerous firms reveal that achieving digital transformation necessitates effective leadership, with specific leadership components such as communication, strategic planning, digital leadership, and continuous improvement being crucial. The findings show that, depending on how effectively organizational culture fits with leadership initiatives, it can either facilitate or delay digital change. The study underlines the importance of purposeful investments in leadership development and cultural alignment for successful digital disruption management. While emphasizing the importance of cultivating an innovative culture and giving leaders with practical insights.

Navigating Educational Management in the Era of Digital Transformation

This study delved into the adaptation of educational management models in response to the challenges and opportunities presented by digital transformation within learning contexts. Employing a literature review methodology spanning from 2015 to 2023, the research conducted a comprehensive exploration and analysis of relevant studies, scholarly articles, and literature in the field of education and technology. Utilizing techniques of analysis and synthesis, insights extracted from the literature were systematically mapped and synthesized. The research outcomes identified patterns, perspectives, and pertinent strategies for aligning educational management models with the demands of digital transformation in learning environments. The analysis involved a thorough examination of primary data sources including academic journals, textbooks, and publications, providing a nuanced understanding of the evolving landscape of educational management amidst digital disruption. The synthesis process facilitated the integration of diverse perspectives and approaches, shedding light on effective strategies and best practices for adaptation. The results revealed a paradigm shift in educational management paradigms towards embracing technological integration, along with the emergence of innovative strategies to address implementation challenges. Visionary leadership, stakeholder engagement, strategic planning, and robust infrastructure were identified as key components in navigating digital transformation effectively within educational settings. In conclusion, the study underscores the imperative for educational institutions to proactively adapt their management models to leverage the opportunities presented by digital transformation. The findings have significant implications for policymakers, educators, and administrators, highlighting the need for strategic investments in leadership development, infrastructure, and professional development to facilitate seamless integration of digital technologies in learning environments.

A Study On Workers Effectiveness And Business Performance With Reference To Leadership Style And Their Influence

The main focus of today’s competitive business environment is leadership. The upliftment of our society through generations has gone through the various leadership styles, yet despite the contributions and investment in leadership development, there is a fall in the qualities of leadership. Leaders create empowering organizational cultures that produce long-term successful outcomes. Organizational performance is more likely to be influenced by the leadership styles and culture prevailing in the environment. Hence, this study examines the influence of leadership styles and organizational culture on the performance of the employees in chemical companies.

The COVID-19 Pandemic Impact and Lessons Learned on Sustainability of a Micronesian Islander Parent Leadership Program

Micronesian and Pacific Islander (M&PI) communities were hit the hardest with COVID-19 cases, 154 to 217.7 per 100,000, compared to other racial-ethnic groups, particularly in the western United States. In Oregon, COVID-19 cases and death rates among M&PI were higher than all other racial and ethnic groups. Micronesian Islander Parent Leaders (MIPLs, including parents and caregivers of children) of the expanded Health and Education parent leadership program in Oregon express concern about the COVID-19 impact on their health and M&PI families and learning on children. Investment in leadership development is shown to have often increased acceptance, development, implementation, and translation of interventions within the M&PI communities. The COVID-19 pandemics’ impact on CBPR must be recognized when conducting CBPR. Consequences include interrupted formal education and parents’ mental health as unintentional proxy educators for children as students with distance learning. We report on a qualitative descriptive study on the COVID-19 impact on the learning of MIPLs and their families, with MIPLs being caregivers as key informants. We describe lessons learned as notes from the field from our experience as the Micronesian Islander Community (MIC) non-profit organization and public Washington State University as a community and academic partnership navigating the COVID-19 impact in conducting CBPR. This community and educational partnership had two major responsive pivots in navigating the COVID-19 impact in working with CBPR. The shift in the project was a necessary methodical resilient strategy for the sustainability of the M&PI parent leadership program.

A STUDY ON WORKERS EFFECTIVENESS AND BUSINESS PERFORMANCE WITH REFERENCE TO LEADERSHIP STYLE AND THEIR INFLUENCE

The main focus of today’s competitive business environment is leadership. The upliftment of our society through generations has gone through the various leadership styles, yet despite the contributions and investment in leadership development, there is a fall in the qualities of leadership. Leaders create empowering organizational cultures that produce long-term successful outcomes. Organizational performance is more likely to be influenced by the leadership styles and culture prevailing in the environment. Hence, this study examines the influence of leadership styles and organizational culture on the performance of the employees in chemical companies.

Nurse managers implementing the lean management system: A qualitative study in Western Canada.

AimThis study explores the perceptions and experiences of nurse managers involved in implementing the Lean management system in a Western Canadian province.BackgroundThe provincial government of Saskatchewan, Canada, implemented a multimillion‐dollar investment in the Lean management system to transform health care delivery by reducing waste and increasing efficiency of processes and outcomes.MethodsThis qualitative exploratory study employed semi‐structured interviews with 14 nurse managers in urban and rural health regions in one Canadian province.ResultsSix themes outline the difficulties nurse managers experienced in juggling role responsibilities alongside a poorly implemented change system with scarce resources.ConclusionThe results showed tensions in the implementation of a Lean model adapted in the context of health care organisations. The expectations for nurse managers to be pivotal players in the implementation of transformative health care practices that promote and sustain strategies to reduce waste, improve coordination and increase patient safety require investment in leadership development.Implications for Nursing ManagementLean management systems significantly impact the roles of nurse managers who require adequate resources and training to successfully adapt. The results of this study may be used for more effective support mechanisms for nurse managers.

Leadership development in human services: Variations in agency training, organizational investment, participant satisfaction, and succession planning

ABSTRACTThe need for agency investment in leadership development is acute, given rising organizational complexity and anticipated management retirements. Using a multiple case study, multiple methods design, this article compares qualitative findings on the varying approaches to leadership development, organizational context, training outcomes, and succession planning in two children’s mental health agencies in Ontario, Canada. Key findings are highlighted: formal training and informal learning opportunities; extent of organizational investment, internal and external agency pressures; mixed outcomes regarding participant satisfaction, learning, and practice application; and lack of agency/sector succession planning. Conceptual and practical implications for agency leaders and future researchers are highlighted.

The Emerging Health Leaders network experience: Reflections and lessons learned from a grassroots movement.

The Emerging Health Leaders (EHL) network was established in 2006 to enhance the leadership capacity of early careerists in the health sector in Canada. Ten years later, the development of the next generation of health leaders continues to be a focus for system leaders. Despite the rhetoric, financial investments in leadership development remain stagnant. This article describes the network's experience in supporting the professional development needs of aspiring leaders across Canada. Successes and challenges regarding the development of the network are discussed, as are the results from a recent benchmarking survey, which identify remaining gaps and priorities for aspiring young leaders. Recommendations are also provided-based on the EHL experience-about how senior leaders can look to support and leverage the contributions of young leaders.

Four Lessons Learned in How to Use Human Resource Analytics to Improve the Effectiveness of Leadership Development

The tools and methodologies being developed in the emerging field of human resource analytics can be used both to measure the impact of your organization's investment in leadership development and, perhaps more importantly, to improve the return on that investment. In particular, analytics can be used to move your organization beyond one‐size‐fits‐all competencies by identifying the unique leadership competencies that drive your organization's business results (sales, profits, and employee turnover). Your employee “engagement survey” is a powerful, but typically underutilized, tool for doing so. By linking it with other, disparate pieces of data (180/360 assessments, Learning Management System (LMS) records, turnover, and financial data), you create the foundation for understanding where leadership competencies explain variation (positive and negative) in your organization's business results. This, in turn, creates a strong evidence base for optimizing your leadership development strategy—and is done so using metrics and analysis, which is the language of CEOs and CFOs.

The Impact of Arts-Based Leadership Development on Leader Mind-Set

The Problem Arts-based leadership interventions have gained a foothold in the leadership development literature; however, few studies have investigated their effectiveness. These interventions include music, drama, art, and performance and are utilized to develop dimensions of leader mind-set. The Solution In this study, an arts-based intervention (leadership drawing exercise) is evaluated. Utilizing a quasi-experimental, pre-test, post-test design, we evaluate the impact of an arts-based intervention on four dimensions of leader mind-set: emotional intelligence, leader identity, openness to experience, and feedback orientation. Leaders in the arts-based intervention showed significantly greater improvement in emotional intelligence, leader identity, and feedback orientation. The Stakeholders This article informs leadership development researchers, those making decisions about investment in leadership development and those who deliver leadership development. The article will be of interest to organizations that have to justify investment in leadership development.

Employee perceptions of managers' leadership over time.

This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers' leadership behaviour over time. An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent. The majority of employees did discern changes in their managers' leadership over time, and, with very few exceptions, these changes were described as improvements. The knowledge that employees perceived changes in their managers' leadership supports investments in leadership development through courses, programmes or other initiatives. The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.

Evaluating Leadership Development Needs in a Health Care Setting Through a Partnership Approach

The Problem Strategic HRD contributes to creating an environment in which objectives and improved performance can be realized through leadership development (LD). Despite considerable investment in LD by public and private sector organizations in North America and Europe, these efforts often fail to produce significant changes in leaders’ behaviors, organizational culture, or organizational performance. As a result, too often leadership development programs (LDPs) are “one size fits all” or a prepackaged competency model without paying attention to individual and contextual differences. A more collaborative approach in the design and delivery of LD has been advocated; however, to date little research has documented or evaluated this at the pre-LDP or needs assessment stage. The Solution This research argues that LD should be a collaborative process involving all stakeholders and that such a partnership approach starts at the needs assessment phase. The research documents and evaluates a three-phase LD needs assessment process in a health care setting. Adopting a case study methodology, it draws primarily upon qualitative data collected from focus groups, written submissions, and interviews with senior and middle managers employed in a provincial health authority, Horizon Health Network, located in Atlantic Canada. The Stakeholders HRD researchers and practitioners in health care responsible for designing, delivering, and evaluating LDPs will find the approach described here insightful and practical. Middle and senior managers working in health care settings who seek to find practical and effective means of addressing leadership gaps and building and sustaining leadership competence across organizations under the pressures of persistent and complex change will also find this research relevant and valuable.

Can leadership development act as a rural poverty alleviation strategy?

Though it is a pervasive problem, relatively little research focuses on rural poverty and leadership initiatives designed to alleviate rural poverty. Using a comparative case study approach, this article assesses community-level change in rural communities in Montana and Minnesota that participated in Horizons, a leadership development program that seeks to encourage community action to reduce poverty. We focus on the effects of various strategies for Horizons implementation in Montana and Minnesota as a possible explanation for different community-level outcomes experienced in these states. We argue that different methods of Horizons implementation influenced the skills and knowledge that coaches brought to their communities and also helped to determine how receptive communities were toward working with coaches. Research results also indicate that relatively minor investments in leadership development can yield dramatic changes in a community's capacity to identify and address problems.

Tesco boosts investment in leadership development

Tesco boosts investment in leadership development

Leadership development and school improvement

The chosen focus of this special issue is timely given the burgeoning international interest and investment in leadership development and school improvement. In many countries leadership and improvement have been closely linked and there is no doubt that this linkage has an international reach. Together, these articles review and extend some of the key tenets surrounding present understandings and prompt further consideration of the advancement of both the theoretical and empirical agenda for leadership development and school improvement in the future. The collection offers insights into a variety of contemporary issues including access, equity and entitlement, the linkage of work‐based and formal leadership learning, the distribution of learning opportunities, the development of inclusive leadership to serve the diverse communities that schools accommodate, the transition to headship and nature of central government policy directives that drive leadership development and school improvement. Perception of what constitutes an effective expression of leadership in schools is judged in relation to stakeholder requirements and expectations. Interventions made by central government stakeholders to direct how school leaders are developed and what they are expected to do will foster the formation of particular identities, thinking and priorities for action. The themes of central control and local solutions emerge in the articles in this collection and highlight that the establishment of leadership development that is seen centrally as fit for purpose does not necessarily embody the thinking and creativity needed to address the local expression of school improvement. Whilst many blind spots remain and space limitations do not allow a full range of issues to be explored, the present collection offers both UK‐based and US‐based studies upon which an international audience may further reflect upon their own practices, opportunities and constraints and in so doing further define their own research priorities.

Empowering the ‘socially excluded’ in rural local governments: An exploratory study from a State in India

The study investigates the effects of mandatory political representation of women and non-forward castes in India (73rd Constitutional Amendment) on development preferences and social equity. We used systematic content analysis of proceedings from meetings of 155 rural village assemblies. The study revealed overemphasis on physical infrastructure, relative neglect of health and education, influence of state government directives and marginalization of gender issues. However, there was higher likelihood of articulation of non forward caste-related issues by non-forward caste chairpersons. A paradigm shift in the development perspective of local governments, stressing investments in leadership development is needed. Copyright © 2009 John Wiley & Sons, Ltd.

The Handbook of Leadership Development Evaluation

Foreword by Laura C. Leviton. Preface. Acknowledgments. The Authors. Introduction (Jennifer W. Martineau, Kelly M. Hannum, and Claire Reinelt). PART ONE: DESIGNING LEADERSHIP DEVELOPMENT EVALUATION. 1 Experimental and Quasi-Experimental Evaluations (S. Bartholomew Craig and Kelly M. Hannum). 2 Leading with Theory: Using a Theory of Change Approach for Leadership Development Evaluations (Manuel Gutierrez and Tania Tasse). 3 EvaluLEAD: An Open-Systems Perspective on Evaluating Leadership Development (John T. Grove, Barry M. Kibel, and Taylor Haas). 4 Making Evaluation Work for the Greater Good: Supporting Provocative Possibility and Responsive Praxis in Leadership Development (Hazel Symonette). 5 Measuring Return on Investment in Leadership Development (Jack J. Phillips and Patti Phillips). PART TWO: LEADERSHIP DEVELOPMENT EVALUATION IN CONTEXT. 6 Building Leadership Development, Social Justice, and Social Change in Evaluation Through a Pipeline Program (Prisca M. Collins and Rodney K. Hopson). 7 From the Inside Out: Evaluating Personal Transformation Leadership Efforts (Sally Leiderman). 8 Evaluating Leadership Development and Organizational Performance (Nancy Vollmer LeMay and Alison Ellis). 9 The Importance of Local Context in Leadership Development and Evaluation (Larry Peters and John Baum). 10 Evaluating Community Leadership Programs (Teresa R. Behrens and Maenette K. P. Benham). 11 Evaluating Leadership as a Strategy to Transform Complex Systems (Kimberly Jinnett and Todd Kern). 12 Evaluating Leadership Development for Social Change (Kim Ammann Howard and Claire Reinelt). 13 Evaluating Youth Leadership Development Through Civic Activism (Hanh Cao Yu, Heather K. Lewis-Charp, and Michelle Alberti Gambone). 14 Evaluating Leadership Efforts for Neighborhood Transformation (Nilofer Ahsan). PART THREE: INCREASING IMPACT THROUGH EVALUATION USE. 15 Strategic Uses of Evaluation (E. Jane Davidson and Jennifer W. Martineau). 16 Evaluation for Planning and Improving Leadership Development Programs: A Framework Based on the Baldrige Education Criteria for Performance Excellence (Karl E. Umble). 17 Communication in Evaluation: A Systems Approach (Darlene F. Russ-Eft). 18 Accelerating Learning About Leadership Development: A Learning Community Approach (Deborah Meehan and Claire Reinelt). 19 Continuous Learning (Rosalie T. Torres). Afterword: Future Directions for Leadership Development Evaluation (Kelly M. Hannum, Jennifer W. Martineau, and Claire Reinelt). Name Index. Subject Index. About the Center for Creative Leadership.

A strategic approach for integrating theory to practice in leadership development

PurposeThis paper aims to evaluate the impact of experiential learning, goal setting, peer coaching and reflective journaling as a combined strategy to influence leadership development.Design/methodology/approachSubjects participated in a university based leadership development program over two years. Four focal units of study were undertaken. Participants set development plans based on their learning and implemented them over eight weeks with the support of a peer coach. A pre, mid‐ and post‐ 360‐degree assessment was undertaken to measure changes in leadership competency. Learning outcomes and coaching reports were also submitted and evaluated qualitatively.FindingsA progressive increase in leadership competency was report by participants and their work colleagues in the 360‐degree data. Qualitative data revealed a range of learning outcomes that elevated their leadership competency.Research limitations/implicationsThe results of this research provide a model for further investigations into how training can be structured to promote transfer of training.Originality/valueConsidering the investment being made by organizations into leadership development, this research provides a strategy for increasing return on investment in leadership development.

Building Capacity for Quality Improvement Through Leadership Development: Lessons from the Health Foundation's Leadership Programme

In 2002/3 the Health Foundation launched an ambitious five‐year Programme of investment in leadership development. This investment included resource for simultaneous evaluation (Lucas 2006). Against a background of unprecedented upheaval in healthcare systems in the UK, the Leadership Programme has evolved, encompassing initiatives aimed both at individuals and teams. The Programme has been refined to provide a more explicit focus on leadership for quality improvement. This article reviews what has been learnt from this investment to date, focusing on lessons both for practitioners and for academics.The focus of this paper is what has been learnt from running the Foundation's three individual leadership schemes over the past three years. The authors argue that to be effective talent spotting needs to develop rigorous mechanisms for identification of potential; that there needs to be a sustained focus on quality improvement outcomes if leadership programmes are to deliver more than personal development; that the most effective development is work rather than classroom‐based; and that organisational commitment for leadership development is critical if the full impact is to be realised. The authors draw on an extensive evidence base from the Programme evaluation, including some case studies.

Integrated leadership development

PurposeLeaders' capacity has become mission‐critical in many organizations today. However, this business challenge is a struggle for many. Part of the reason is that current approaches to building leadership capacity are failing to hit the mark, and many senior leaders have little confidence in their organization's leadership development programs. This article aims to examine how organizations can close the leadership gap in their organizations by implementing an integrated approach to leadership development.Design/methodology/approachThe evolution of leadership development is discussed and a framework is presented to examine traditional approaches and consider their limitations.FindingsThe integrated‐solution approach to leadership development represents a more strategic, synergistic and sustainable way for organizations to build the leadership capacity they require to gain competitive advantage. The integrated solution is intense. It requires serious commitment on the part of organizations, their senior leaders and from HR. The process also is more complex. In the long‐term though, the integrated‐solution approach delivers greater value to organizations and ensures that their investment in leadership development is optimized.Originality/valueThe article presents practical and proven strategies to overcome the leadership gap in organizations today