Organizational Leadership Development Research Articles

Leadership Development and Capacity Building in Non-Profit Organizations in Senegal

The purpose of this research is to assess leadership development and capacity enhancement approaches within non-profit organizations (NPOs) of Senegal and evaluate how the application of participative, adaptive and transformational leadership improves the organizational performance of the NPOs in a condition of limited resources. Therefore, the study seeks to establish how leadership practice, culture and operations impact on the capacity and sustainability of NPOs to achieve their missions and goals. A qualitative research approach was used for the study through self-administered questionnaires or telephonic / face-to-face interviews with senior officials from different NPOs in Senegal. The collected data were coded systematically using the NVivo software so essential themes and patterns revealing the leadership and capacity building difficulties and practices were revealed. This type of methodology was chosen because the research was interpretive in nature, thus enabling the researcher to engage in a discussion of contextual practices of leadership in the non-profit. Accordingly, the study indicates that participatory leadership is cultural and operationally relevant in Senegal since it is endorsed by collective decision-making culture of the society. Thus, the concept of adaptive leadership became important to sustain the stability in organisations during the periods of volatility and change; and the concept of transformation leadership was deemed critical to achieve cultural congruence with the strategic, mission-oriented objectives. This paper also gives precaution on the issues connected with these leadership styles such as the fact that participatory leadership requires expert help to facilitate, adaptive leadership may lead to burnout.

Public aspects of public manager training, education and development

IMPACT This article will be of interest to those undergoing or responsible for management and leadership development in public organizations, in both policy and practice. Training providers such as consultancies, universities and colleges will also find the article useful. The article challenges the assumption that management capabilities are generic and context-free. The article argues that public organizations exist in a political system, not a market, and therefore senior public leaders and managers will benefit from systematic learning about democracy, public value and political astuteness in order to operate as professional, fair and impartial public servants.

Leader prohibitive voice behavior and its effects on followers through leader identification and political skill

Prohibitive voice behavior plays a crucial role in organizational effectiveness by signaling previously undetected issues. However, individuals paradoxically perceive this behavior as difficult due to its emphasis on identifying harmful factors, which may lead to misinterpretation and other undesirable social consequences. Based on social learning theory, this study aims to identify how the leader’s prohibitive voice behavior affects the follower’s prohibitive voice behavior. We employed a quantitative research design, collecting and analyzing questionnaires from 317 leader-follower dyads in 59 Chinese companies. To test our hypotheses, we used mediation and moderation analyses, hierarchical regression analysis, and the PROCESS macro. The results partially supported the research hypothesis, indicating that leader prohibitive voice behavior positively influenced follower prohibitive voice behavior. Additionally, leader identification mediated this relationship, whereas follower political skill moderated the mediated relationship. Notably, the mediation’s direction contradicted our hypothesis; the mediated effect through leader identification was pronounced when follower political skill was at lower levels. This study proposes that the leader’s role as a role model is crucial in motivating followers’ prohibitive voice behavior. It highlights the significance of considering followers’ political skills when they emulate their leader’s behavior. From both theoretical and practical perspectives, we discussed these findings and highlighted their implications for organizational behavior and leadership development.

Reconsidering Leadership Development: From Programs to Developmental Systems.

We argue for reconsidering leadership development based on open systems theory and systems design principles. A primary advantage of open systems thinking is that it encourages holistic approaches to development and avoids episodic program-based training and piecemeal thinking. The latter approaches are both limited and limiting yet tend to be the preferred approach to leadership development in organizations. Open systems approaches to development offer numerous advantages both conceptually and pragmatically, especially through the incorporation of ongoing feedback cycles. Core practices that define a leadership development system are presented and implications are discussed.

The Literature Review Analysis of The Human Resources Development in The Industry Era 4.0 Towards The Era of society 5.0

Since the beginning of the First Industrial Revolution (Industry 1.0), humans have realized the potential of technology as a tool for sustainable progress from time to time. During the Second Industrial Revolution (Industry 2.0), manufacturers began to switch to using electricity for assembly lines and mass production, which started in the 1870s. Then, with the application of electronic and information technology (IT), the concept of automation in the manufacturing industry was introduced during the Third Industrial Revolution (Industry 3.0) in the 1970s. In the context of the Fourth Industrial Revolution (Industry 4.0), the rapid progress of digital technology has changed the industrial world significantly, giving birth to what is called Industry 4.0. At this time human nature is increasingly complex in adapting to rapid change. However, along with advances in technology, new challenges have emerged in managing human resources effectively. Along with the Industrial Revolution, a new concept emerged known as Society 5.0, which encourages the integration of technology and social life outside of society. In the Society 5.0 era, society is expected to be able to quickly adapt to technological advances while maintaining human dignity in their professional lives. Therefore, it is important to understand how human evolution can adapt to this new paradigm. This research aims to explore the development of human resources in the context of the transition from Industry 4.0 to Society 5.0. This research uses the Systematic Literature Review (SLR) research method, which explores the development of human resources in facing the era of society 5.0, which is then prepared as a basis for determining strategic management of human resources using the PRISMA pattern. The research results show that there are implications for human resource management, organizational leadership, and job development in facing the challenges of Industry 4.0 and maximizing the opportunities provided by Society 5.0.

Organizational culture and leadership development: A human resources review of trends and best practices

In the contemporary business landscape, the symbiotic relationship between organizational culture and leadership development has become increasingly pivotal for sustained success. This paper delves into an insightful exploration of current trends and best practices in these crucial domains, offering a comprehensive overview for human resources professionals seeking to foster a thriving workplace environment. The essence of organizational culture lies in the shared values, beliefs, and behaviors that define the identity of a company. As organizations recognize the profound impact of culture on employee engagement, innovation, and overall performance, the focus on cultivating a positive and inclusive culture has intensified. This paper analyzes the trends driving this cultural evolution, including the rise of remote work, diversity, equity, and inclusion initiatives, and the integration of technology in fostering a collaborative and adaptable organizational ethos. Simultaneously, effective leadership development has emerged as a linchpin for organizational success. This review scrutinizes the evolving landscape of leadership development, emphasizing the shift from traditional hierarchical models to more agile and emotionally intelligent leadership styles. It explores the incorporation of data-driven approaches, mentorship programs, and experiential learning opportunities as integral components of contemporary leadership development strategies. Furthermore, the paper emphasizes the interconnectedness of organizational culture and leadership development, recognizing that a robust culture nurtures effective leadership, while effective leadership, in turn, shapes and reinforces the desired organizational culture. Best practices in aligning these two facets are explored, emphasizing the need for strategic alignment, continuous feedback loops, and a commitment to ongoing learning and development initiatives. This paper provides a nuanced perspective on the dynamic interplay between organizational culture and leadership development, serving as a valuable resource for human resources professionals navigating the evolving landscape of workplace dynamics. By embracing current trends and implementing best practices, organizations can forge a path towards a resilient and thriving future.

An Organizational Leadership Development Approach to Support Health Worker Mental Health.

An Organizational Leadership Development Approach to Support Health Worker Mental Health.

Women leaders' lived experiences of bravery in leadership

PurposeThe research aims to understand the stories of women leaders who have demonstrated bravery in leadership. By analyzing their lived experiences through storytelling and narratives, it seeks to shed light on the challenges and motivations behind their brave actions, contributing to a deeper understanding of bravery in leadership within gender and organizational contexts.Design/methodology/approachThis study adopts a qualitative multiple case study approach, focusing on the autobiographical accounts of three women leaders to explore their experiences of bravery in leadership. Utilizing narrative analysis (NA), it is grounded in ethical leadership theory and narrative identity theory. The research method involves cross-analyzing these narratives to unearth themes that depict a multifaceted view of bravery, including moral courage and ethical decision-making.FindingsThe study reveals various themes of bravery in leadership, such as moral courage, authenticity, resilience and ethical decision-making. These findings enhance the understanding of bravery's role in ethical conduct and transformative change, highlighting the complex manifestations of bravery in women's leadership practices.Research limitations/implicationsThis study contributes to the broader discourse on bravery in leadership, especially for women. It offers insights into how bravery is integral to ethical conduct and transformative leadership and sheds light on the influence of gender dynamics on leadership experiences. This study significantly enriches the discourse on bravery in leadership, with a particular focus on women's experiences. It delves into how bravery, encompassing moral courage and authenticity, is crucial for ethical conduct and transformative leadership. By highlighting the stories of women leaders, the research underscores the complex interplay between bravery and gender dynamics within organizational contexts. It challenges traditional perceptions of leadership and bravery, advocating for a more nuanced understanding that recognizes the unique challenges and strengths of women leaders. Furthermore, this study paves the way for future research to explore diverse dimensions of bravery in leadership, encouraging a more inclusive approach that values different perspectives and experiences.Practical implicationsThe findings of this study advocate for empowering leadership practices and guide the development of a courageous leadership landscape. Current events show evidence that many organizations lack the integration of bravery as a core leadership trait. These narratives of bravery in women's leadership can serve as a powerful catalyst for inspiring all leaders These stories can guide leaders across various levels to embrace bravery in their decision-making and leadership styles. The integration of these insights into organizational policies and leadership development programs can lead to a more courageous, ethical and transformative leadership landscape.Social implicationsThe research emphasizes the need for inclusive approaches to leadership and bravery, challenging dominant gender norms. It underscores the importance of acknowledging and valuing women leaders' stories, thereby empowering their narratives.Originality/valueThe study adds value to the field by unveiling the often untold narratives around bravery in leadership. Findings can assist in fostering environments where diverse expressions of bravery are recognized and valued. Findings have the potential to inspire a new generation of leaders, across all genders, to embrace bravery in their roles, thereby enriching the leadership landscape with diverse, ethical and courageous practices. This research not only contributes to academic discourse but also has real-world implications, encouraging organizations to reevaluate and evolve their leadership models to be more inclusive and effective in today's dynamic and diverse global environment.

Building Leaders for Tomorrow: A Comprehensive Succession Planning Model for Higher Education Institutions

This study delves into the practice of succession planning in higher education institutions, with a particular focus on the localized context of the Province of Cavite, Philippines. Employing a grounded theory research design, the study utilizes structured interviews as its primary research method to extract insights from key personnel directly. The investigation centers on the key attributes, including organizational commitment, skills assessment, talent evaluation, leadership development, selection processes, transition implementation, and integration of succession planning. The findings uncovered a spectrum of commitment levels among personnel, identified skill gaps in potential successors, underscored limitations in leadership development initiatives, and highlighted the subjective nature of leadership selection criteria. A crucial observation was the misalignment between the goals of succession planning and the broader institutional objectives. However, it’s important to note that the qualitative approach adopted in this study may limit the generalizability of its findings. In conclusion, this research underscores the significant role of organizational culture in effective succession planning, offers practical recommendations applicable to higher education institutions globally, and calls for further research in this area. The study’s uniqueness lies in its localized perspective, comprehensive objectives, and contribution to understanding the influence of organizational culture in the context of succession planning within the higher education sector. Keywords: Educational Leadership and Management; Succession Planning, Organizational Culture; Grounded Theory, Structured Interviews; Province of Cavite, Philippines

Mapping the trajectory of organizational leadership development: A bibliometric analysis

This research analyzes scholarly literature on the topic of leadership development as it relates to the fields of business and management. The researchers conducted a comprehensive search of the Web of Science database covering a 15-year time frame using the PRISMA methodology, ultimately yielding 1017 documents for analysis. Biblioshiny, and VOSviewer were used for quantitative analysis and data visualization, respectively. The study provides valuable information, such as the most influential authors and their nations, the most important keywords, and the most cited scholarly works in the topic. In addition, it reveals active research areas and literature gaps that point to potential new lines of inquiry. In highlighting the managerial and structural consequences of enhancing leadership within companies, the findings provide a useful basis for policymakers and practitioners.

Deeper learning and leadership development in a school–university partnership with a rural district

PurposeTo meet the needs of under-resourced, rural schools where teacher attrition is high, this case study examined how a school–university partnership strengthened teacher and leader abilities to support deeper learning for students.Design/methodology/approachThis research focused on a 17-year collaborative partnership between one rural school district and a university research and outreach organization to develop deeper learning experiences for students through shared and supportive leadership and learning of teachers and leaders. The researchers utilized documents, field notes and interviews with administrators to validate the data.FindingsThe study’s findings suggest that participation in authentic, researched-based professional development through the partnership improved the skills of leaders and teachers to support deeper learning for students. This partnership heightened teacher and leader capacity to promote and support continued change and sustainability.Originality/valueThis case study explored how one university center collaboratively engaged with a district by sharing research and strategies to support the development of leaders and teachers to create deeper learning for students. Through these experiences, the district evolved its deeper learning system and improved its organizational effectiveness, leadership development and learning for all.

Early-Career Assignments and Workforce Inequality in Engineering

ABSTRACT Positioned as part of leadership development in many organizations, ‘stretch assignments’ are a type of work assignment that can prove someone’s readiness to advance in their career. Informed by status characteristics theory, our research investigates the frequency and expected outcomes of stretch assignments among recent engineering graduates in the workforce. Findings suggest that early-career stretch assignments, especially assignments involving new and unfamiliar areas, potentially intensify gender and racial/ethnic workforce inequality. Other types of assignments that may be more familiar and clearly-scoped to early-career engineers show a different and less inequality-intensifying pattern. We discuss why early-career engineers’ assignments may be sites of inequality and the need for more focus on organizational processes around career-advancing work.

Determinants of Organizational Culture and Its Impact on Employee Performance at PT. AHI

The study of organizational culture, which is believed to have a significant impact on companies, is an intriguing field of research. It aims to unravel the realities and intricacies of organizational culture, leadership, career advancement, and employee performance at PT AHI. To conduct this study, a survey method with a quantitative approach was employed. The researcher observed and formulated a series of statements with multiple-choice options to gather numerical responses through questionnaires. A total of 98 employees participated as respondents, and the collected data was analyzed using the Structural Equation Modeling (SEM) technique with smartPLS software. The findings indicate that leadership (X1) and career development (X2) have a positive and significant influence on organizational culture (Y). The R-square value of 0.519 suggests that organizational culture (Y) is influenced by leadership (X1) and career development (X2). Furthermore, employee performance (Z) is concurrently influenced by organizational culture (Y), leadership (X1), and career development (X2), with an R-square value of 0.681.

Exploring Mentorship in Union and Non-Union Occupational Safety and Health Training Programs

Few studies have explored mentorship's value in occupational safety and health (OSH) training that focuses on worker empowerment in blue-collar occupations. Through a university and union collaboration, we examined mentorship programs as a promising enhancement to ongoing OSH training to foster worker leadership development in organizations focused on worker empowerment. Union-based worker-trainers from 11 large manufacturing facilities across the United States and worker-trainers affiliated with 11 Latinx Worker Centers in the New York City area were interviewed. Rapid Evaluation and Assessment Methods informed study design. The themes that emerged, reflecting the value of mentorship in OSH training, were: characterizing the elements of mentoring, how mentorship can improve OSH training, and recommended practices for designing a program across two different work settings. We conceptualize the goals of mentorship within a broader social ecological framework, that is, to support OSH learning so workers will advocate for broader safety and health changes with credibility and a feeling of empowerment.

The Influence of Organisational Culture, Transformational Leadership, Compensation, and Career Development on Job Satisfaction and Its Implication on Turnover Intention of PT CBI Lt

The Influence of Organisational Culture, Transformational Leadership, Compensation, and Career Development on Job Satisfaction and Its Implication on Turnover Intention of PT CBI Lt

Leadership Development: Exploring Relational Leadership Implications in Healthcare Organizations

(1) Background: Relational Leadership Theory (RLT) has been gaining rising attention for the past 20 years with studies investigating multiple implications and practices of relationships within organizations. Yet, less attention has been given in healthcare settings. By virtue of the emerging need to move beyond exploring the quality of relationships and to move towards the exploitation of relational dynamics that influence leadership development in healthcare organizations, this study explores both the dyad relationships and the context in which those occur. With recent attention directed to the implementation of human-centered practices and the creation of effective networks to bring desired results, RLT is called on to advance this agenda within healthcare organizations. (2) Material and Methods: Research articles that examined leadership theories over the past thirty years were selected from computerized databases and manual searches. (3) Results: It is argued that the way and context in which relationships are formed between leaders and members is a social process that, in turn, shapes the effectiveness of the management of those organizations. Leadership is not rank-it is the relationship with the relational dynamics that play in the same context, creating evolutionary organizational processes. (4) Conclusions: This paper challenges leadership theory one step further. Exploring an organization through relational leadership theory is much like wearing the lens of 'cause and effect' in leadership behavioral studies. Therefore, this study contributes to this direction with a robust co-examination of relational dynamics that take place in the healthcare sector, showcasing a broader framework in which relational leadership is germinated and influences its outcomes.

Gestalt Grounded My Activism: Supporting Social Change in South Africa

I grew up knowing how to live on a boundary. In 1970s' white South Africa, my grandfather counteracted apartheid government propaganda: “Don’t believe what they tell you about Mr. Mandela; he’s not a terrorist, I know, I’ve met him.” No one at school or in my social circles uttered dissent in this way. I kept quiet, observing. Political consciousness led to student activism, and activism in my career, as a facilitator of community development in African townships. I joined the nonracial liberation movement. And I carried angst about acceptance, and belonging.I encountered the Gestalt approach in the mid-1990s, as part of a group of development facilitators searching for a method to help with the dynamics accompanying donor funding of development interventions in Africa and Asia. (As a group we attended the Second International Organization and Systems Development Program in 1995–1996, offered by the Gestalt Institute of Cleveland [see Lohmeier and Wyley 2012].) We sought a framework for the participation of beneficiaries, how to facilitate people’s ownership of change, and sustainable change. Now, I work in organizational development and leadership development, mainly in the public sector in South Africa. Africa’s governments, decades after liberation, continue to fight colonial or apartheid systemic drivers and for the liberation of economies and cultures. This is the field and intention of my work.Through the Gestalt approach, I found value in my vantage point, on the boundary. I let go of wanting to belong to one side, around which I was carrying introjects and sensory discomfort. I could work constructively, releasing paternalistic responsibility and intervening without investment in the outcome. I became aware of my inner “rescuer,” how a strength in empathy and compassion could entrench oppression. A stance of creative indifference, the Zen of nonattachment, lessened my anxiety and encouraged creativity and investment in presence and intention. I could allow a client’s needs to be figural and lived the respect emanating from “change is the choice of the client.” This perspective was profound in the context of white paternalism in South Africa. The Gestalt approach guided me away from a trap, which reinforces stereotypes around race and power.Gestalt theory’s focus on the use of self and intervener presence helped me process guilt around whiteness. My younger self was suboptimized; now, I could use myself in service of clients. I could work with confidence, authenticity, intent, and with clear boundaries that gave space to the client. A typical theme in client systems was shifting responsibility/blaming. My stance of responsibility-giving supported action and performance (underdeveloped in the client system). Showing vulnerability and not-knowing discouraged stereotypical projections (e.g., around race) and invited government officials’ expertise, confidence, and agency.South Africa loves hope and optimism. We are the “rainbow nation”; we strive for unity and prosperity. Often, however, we do not know how to realize dreams, to fulfill hopes, and to take steps to get there. The Gestalt approach invites us to be in the present (honoring what is held from the past). I hold myself and my clients in the present, resisting drifting into a vague “rainbow” future. Gestalt thinking has equipped me to use the phenomena of the moment. As a result, the client’s sense of self and experience is affirmed, encouraged, supported, and the opportunity is created to access choice and agency. This is something that South Africa’s history denied many. What the Gestalt perspective offers has personal and political significance and supports change/transformation at many levels. My clients include leaders, teams, organizations, and large systems, in government, the nonprofit sector, and community organizations, as well as in socially responsible companies. Gestalt methods have grounded my activism and given me a legitimate and effective boundary at which to contribute to South Africa’s democracy.

Pass the torch: Leadership development and succession planning in nonprofit organizations

AbstractSuccession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long‐term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations.

Assessing leadership development in groups and organizations.

This article discusses considerations and methodologies for leadership educators to assess leadership development in groups and organizations using groups as the unit of analysis rather than aggregating individual scores.

Influence of Organizational Culture, Transformational Leadership, Compensation and Career Development on Job Satisfaction and Their Implications on Employees Turnover Intention of Pt Kalbe Farma Tbk

This study examines the effect of organizational culture, transformational leadership, compensation, and career development on job satisfaction and its implications for turnover intention, in employees of PT Kalbe Farma Tbk. The instrument used in this research is a questionnaire to 100 respondents, then analyzed descriptively and quantitatively. Descriptive analysis in this study is used to provide an overview of the characteristics of respondents and an overview of research variables. In contrast, quantitative analysis conducted by SEM – PLS (Partial Least Square) will test the hypothesis in this study. Based on the results of the analysis in this study, the results obtained are that: 1) Organizational Culture has a positive effect on Job Satisfaction; 2) Transformational Leadership has a positive effect on Job Satisfaction; 3) Compensation has a positive effect on job satisfaction; 4) Career development has a positive effect on job satisfaction; 5) Organizational Culture has a negative effect on Turnover Intention; 6) Transformational Leadership has a positive effect on Turnover Intention; 7) Compensation has a negative effect on Turnover Intention; 8) Career Development has a negative effect on Turnover Intention; 9) Job Satisfaction has a negative effect on Turnover Intention.