Leadership Development System Research Articles

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.

How leadership evolves with an organization: 30 years of data from a high‐performing public business

A new study in the journal Leadership, “Transformation towards an integrated leadership development system — A longitudinal study in a high‐performing public organization,” by authors Anna Fabisch, Sofia Kjellstrom, Marlene Ocklander, and Gunilla Avby, analyzes 30 years of data from a Swedish public organization to better understand how “leadership development itself evolves and the organization develops.”

Transformations towards an integrated leadership development system—A longitudinal study in a high-performing public organization

Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented).

Higher education leadership development in selected ASEAN countries: an exploratory study of challenges and prospects in public higher education institutions

ABSTRACT Leadership has been considered as an essential foundation for universities to flourish, more so in the context of emerging higher education systems. Using an exploratory qualitative approach, this paper reviews the challenges and prospects in the development of higher education leaders in selected countries of the Association of Southeast Asian Nations (ASEAN). While variations were reported by the respondents, the challenges were somewhat similar: lack of leadership development policy and training centres, the non-availability and questionable quality of programmes, the irrelevance of western and corporate leadership theories, and the lack of systematic talent management programmes. For the lower income countries’ respondents, contextual issues seemed to affect leadership development. Since there seems to be inadequate leadership development systems in most ASEAN countries, we propose a synergistic approach among stakeholders with tracked records in intra- and inter-regional level capacity building to design and monitor programme implementation.

Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus

In this article, we propose a strategic view of leadership development, by defining a Leadership Service Academy (LSA) construct. The LSA represents a strategic approach that enables an organization and its leaders to institutionalize its own theory of leadership, narrative, models, learning methodologies, practices, and evaluation methods for determining the impact of investing in developing leadership. The LSA construct represents a shift in strategic thinking that involves moving beyond focusing on individual leader development training programs used for satisfying current role-requirements or tactical succession planning, to adopting a systemic view of leadership development aligned with the organization's strategic objectives, mission, values, and culture. Most leadership development research has focused on examining the efficacy of training methodologies linked to individual leadership models and modalities and has produced promising results. However, the narrow focus on individual leadership development has excluded the full spectrum of leadership development interventions from being explored and analyzed. Our primary goal here is to explore a comprehensive strategy for building a sustainable, multi-level leadership development system firmly anchored in both science and practice.

Local leadership development and WASH system strengthening: insights from Cambodia

Abstract To accelerate progress towards achieving the Sustainable Development Goal on clean water and sanitation, the focus of WASH programming in developing countries has shifted from a traditional infrastructure approach to a more systems-based approach. Greater emphasis on a systems approach has also drawn attention to the significant role played by local leadership in developing sustainable WASH systems. Building on the evidence of the effectiveness of leaders trained through the Civic Champions Program, an innovative leadership development program in Cambodia, this article examines leaders' characteristics and explores how participating in the program affected their capacity, skills, and perceptions of leadership. Crucially, it seeks to understand the extent to which participants in the Civic Champions Program differ from comparable local leaders along these dimensions. By combining survey data with qualitative analysis, the paper identifies how localization enhances the effectiveness of leaders in promoting sanitation, including working through and strengthening pre-existing institutional arrangements and adapting promotion strategies to different audiences. In this way, the article demonstrates how non-prescriptive programs that tap into the legitimizing potential of local leaders may contribute to addressing sanitation challenges and ultimately to WASH system strengthening.

Call for applications for the CTA Leadership Development System Course Award

The American Chemical Society’s Committee on Technician Affairs is accepting applications for the CTA Leadership Development System Course Award, which provides support for chemical technicians and chemists to attend an ACS Leadership Development System course during the ACS Fall 2022 meeting in Chicago. Award recipients will be reimbursed for transport (mileage), lodging costs, meals, and fees for a leadership course of their choosing. To qualify for the award, applicants must live within 200 miles of Chicago, have a degree in chemistry or related field, work in a chemistry-related field, be an ACS member with a valid membership number, and have an employer that supports them attending the meeting. Recipients will need to register for the ACS meeting. Visit cenm.ag/acsleadershipdevelopment for details on the leadership courses available at this meeting. Applicants must complete an application form that includes a short essay describing how they hope to benefit from taking this leadership

Call for applications for the CTA Leadership Development System Course Award

Call for applications for the CTA Leadership Development System Course Award

The Importance of Leadership Development Across Borders.

Purpose: Globalization is the reality of our day and age. Globalization connotes the increasing economic, social, technical, cultural, and political interdependence between nations. People are more inter-connected now than ever. The availability of worldwide communication systems through rapid improvements in communication technology and the internet has led to more international trade and cultural exchange.
 Methodology: A qualitative study and research was carried out to consider the dynamics and diverse ways globalization has affected our lives and with its own attendant challenges, including the need to design effective multinational organizations, and to identify and select appropriate leaders to manage those organizations with their culturally diverse employees (Northouse,2013).
 Findings: The research discovered that it is now incumbent on organizational leaders to understand how cultural differences affect their leadership performance and their leadership development systems. Adler and Bartholomew (1992) assert that organizational leaders need to understand various business, political, and cultural environments globally, learn the perspectives, tastes, trends, and technologies of many other cultures, learn how to work with people from many cultures simultaneously, adapt to living and communicating in other cultures, and learn to relate with people from diverse cultural origins from a position of equality rather than cultural superiority.
 Unique Contribution to theory, practice and policy (Recommendation): Every Successful leaders across borders in the globalized world are expected to embrace diversity by rising above cultural issues such as perceptual bias, discrimination, stereotyping, ethnocentrism, and prejudice. This white paper explores the basic concepts of global leadership, the development of cultural agility, and the process of leadership development across borders.

A Qualitative Analysis of Maternal and Child Health Public Health Leadership Institute (MCH PHLI) Leaders: Assessing the Application of Leadership Skills at the "Others" and "Wider Community" Levels of the MCH Leadership Competencies 4.0.

ObjectivesTo gain insight into how participants in the Maternal and Child Health Public Health Leadership Institute (MCH PHLI) report applying the leadership skills gained through the program at the “Others” and “Wider Community” levels of the MCH Leadership Competencies 4.0.Methods111 mid- to senior-level MCH leaders participating in the MCH PHLI gave < 5 min oral presentations detailing the impacts resulting from implementation of the skills gained through the leadership development training. Presentations were recorded and transcribed then qualitatively analyzed in reference to the MCH Leadership Competencies 4.0. Impacts were stratified by the “Others” and “Wider Community” levels.ResultsAnalysis resulted in 1510 separate coded examples, 948 of which were coded as aligning with the MCH Leadership Competency 4.0 areas of “Others”, “Wider Community” and with an additional emerging competency. In many examples Participants estimated the numbers of people affected by these leadership activities, which totaled more than 80,773 people across the US.Conclusions for PracticeThis analysis suggests that mid-to-senior level intensive leadership development strategies benefit organizations, communities, and systems quite broadly through a virtual “ripple effect” of training. Capturing qualitative data can help elucidate the return on investment for leader development programs in terms of impacts on communities and systems.

ACS Leadership Development System turns 10

The American Chemical Society is celebrating 10 years of developing leaders through its Leadership Development System, which includes a series of training courses covering topics such as engaging and motivating volunteers, managing projects effectively, and engaging colleagues in dialogue. Launched in 2009 at the spring ACS national meeting in Salt Lake City, the Leadership Development System has provided leadership development to more than 6,000 people, including ACS local section and technical division leaders, committee members, governance leaders, students and working professionals, and others interested in developing their leadership skills. The Leadership Development System reflects ACS’s core values of focusing on members and professionalism. Other leadership development programming includes strategic planning retreats and the annual ACS Leadership Institute. “The whole idea was to be able to develop this kind of a robust pipeline of extraordinary leaders that could take leadership roles in the soc...

Fellowship Program in Health System Improvement: A novel approach integrating leadership development and patient-centred health system transformation.

This article highlights a novel approach to professional development, integrating leadership, development and patient-centred health system transformation in the new Fellowship Program in Health System Improvement offered by the School of Public Health at the University of Alberta. Early assessment of the program is also provided.

Learning from the masters: Shanghai’s teacher-expertise infusion system

PurposeThe urgency of improving the schools call for a distributed instructional leadership model where teachers are not just recipients of professional development, but also active leaders who are coaches and mentors for their peers. The purpose of this paper is to examine the teacher leadership development system in Shanghai, and identify pathways to constructing actionable models that develop and maximize instructional expertise.Design/methodology/approachThis is a qualitative study. Purposive sampling was conducted to select four teaching-study groups from a frame that included all certified “expert teachers” from a large Shanghai district with about 9,000 teachers. Grounded theory approaches were used to understand “what actually happens in the teachers’ world.” Participative observations (of lesson delivering and collaborative decoding), semi-structured interviews, teachers’ reflective journal entries, and video recording of group work and lessons were the main measures of data collection.FindingsThree key features of expertise infusion were identified: recognizing, differentiating, and labeling teacher expertise at multiple mastery levels; providing expert teachers with support and leadership responsibilities to lead practice-embedded and cross-school peer learning; and creating a roadmap for teachers to chart continuous learning pathways individually and build an enhanced content pedagogical knowledgebase collectively.Originality/valueResults from this study provide the impetus for further exploration in how Shanghai continuously share and improve good teaching systemically, which could be informative to US schools and districts in their effort of redesigning professional development that maximizes available expertise among teachers and stimulates teacher-led action research for student learning.

For director-at-large: Barbara A. Sawrey

For director-at-large: Barbara A. Sawrey

Employer Branding and Talent Management in the Digital Age

In the digital age, organizations need to reinvent themselves at a structural level and to become agiler. Digital maturity of human resources management implies a shift from traditional paradigm on workplace towards engagement, learning and development of employees and search for talent. This paper focuses on identifying the major trends and strategies concerning talent management programs and development of digital skills for employees and managers. The study reveals that in an open talent economy, employer brand is very important in recruiting and retention of high potential employees and must be focused on learning & leadership development, mobility, rewards, and competency systems. At present, in order to obtain a business value, one of the major challenges that HR needs to face is the development of digital skills for managers and employees.

ACS Leadership Development System

ACS Leadership Development System

ACS Leadership Development System

RETURN TO ISSUEPREVAdvertisementNEXTACS Leadership Development SystemCite this: Chem. Eng. News 2015, 93, 25, XXX-XXXPublication Date (Print):June 22, 2015Publication History Published online30 March 2016Published inissue 22 June 2015https://doi.org/10.1021/cen-09325-ad26Copyright © 2015 Chemical & Engineering NewsArticle Views59Altmetric-Citations-LEARN ABOUT THESE METRICSArticle Views are the COUNTER-compliant sum of full text article downloads since November 2008 (both PDF and HTML) across all institutions and individuals. These metrics are regularly updated to reflect usage leading up to the last few days.Citations are the number of other articles citing this article, calculated by Crossref and updated daily. Find more information about Crossref citation counts.The Altmetric Attention Score is a quantitative measure of the attention that a research article has received online. Clicking on the donut icon will load a page at altmetric.com with additional details about the score and the social media presence for the given article. Find more information on the Altmetric Attention Score and how the score is calculated. Share Add toView InAdd Full Text with ReferenceAdd Description ExportRISCitationCitation and abstractCitation and referencesMore Options Share onFacebookTwitterWechatLinked InReddit PDF (3 MB) Get e-Alerts

ACS Leadership Development System

ACS Leadership Development System

ACS Leadership Development System

ACS Leadership Development System

Inspire, Respect, Reward: re-framing leadership assessment and development

Purpose – The purpose of this paper is to describe how a major financial services organisation used the results of an independent research project to alter its approach to leadership assessment and development. Design/methodology/approach – The research project involved collecting employee opinion data from roughly equal samples of employees from 22 countries worldwide (total n = 47, 236). Subsequent linkage research analyses involved employee opinions being correlated with measures of customer satisfaction and financial performance for up to 187 organisations worldwide. Findings – Findings revealed that what employees most want from the top leaders of their organisations is to be inspired, respected and rewarded. Organisations whose leadership teams scored higher on measures of inspiring, respecting and rewarding employees also achieved higher employee engagement, customer satisfaction and financial performance. Practical implications – These findings spurred the development of a new direction for leadership development and assessment for Lloyds Banking Group, a major financial services organisation based in the United Kingdom. Originality/value – This research answers a fundamental question from a sample of employees from 22 countries worldwide: what do employees most want from the top leaders of their organisations? Using performance data from up to 187 organisations worldwide this research also demonstrates that organisations whose top leaders provide employees with what they most want achieve superior organisational performance. Knowing this allows organisations to review and revise a wide variety of talent management approaches, including leadership assessment, development and reward systems. It also informs the design of employee survey instruments to ensure coverage of topics with known links to organisational success.