Method Of Leadership Development Research Articles

Establishing Leadership and Authority Skills for Future Officers

Abstract To be, to know, to do - express clearly and concisely the features characteristic of a leader. Military leadership skills are manifested through high principles, professionalism, moral integrity, the ability to lead people, discipline and rule compliance. The quality of applied leadership is influenced by the leader’s ability to acquire the power associated with the formal position and the way he uses it in the process of influencing the behavior of subordinates. Leadership is an issue that is intensively studied, because the style of the leader determines the effectiveness of any organisation. One of the reasons why current scientific concerns are focused on the study of the leadership development methods and on the selection of leaders who have the skills and abilities to successfully perform such functions. In this article we have used reference works of the literature to carry out a study on the manifestation of leadership skills and leadership abilities amongst military students. In military organizations, authority is perceived as a right, a power to command, to issue orders or to command subordinates to obey, but also as a prestige reflected by the respect of those around the military leader, highlighting him as a person who imposes himself through knowledge and behavior. Authority is often accepted in two ways: either through coercion and the exercise of power, or on the basis of belief and influence.

Belongingness, Well-Being and an Interview With Dr Pauline Dow.

The Supreme Court decision that race conscious admissions policies in universities are unconstitutional has created questions and concerns about the sustainability of diversity, equity and inclusion programs in many organizations and across sectors. This editorial provides hopeful examples of how belongingness is being embraced as a core value in many organizations. In an interview with education expert, Dr Pauline Dow, we discuss ways that the education sector creates trust and belongingness and explore best practices and leadership development methods that allow teachers to thrive. Lessons learned in the educator sector offer insights into how belongingness can be cultivated in other sectors, organizations and communities.

Leadership and managerial challenges to ensure agile management as a method to enable business success: a Delphi study of the Slovenian health organisations

PurposeThis study aims to apply the Delphi method to explore the possibilities for implementing agility management concepts in Slovenian health-care organisations.Design/methodology/approachThe research is based on a qualitative Delphi study encompassing 15 employees in different Slovenian health-care organisations.FindingsSlovenian health-care organisations need to be more agile currently. For this reason, it is necessary to begin with organisational changes and organisational learning concepts to educate employees about the meaning and content of agile processes. It is essential to ensure that accepting employee mistakes and offering help to employees becomes normal practice, and it is necessary to ensure the greater trust of the management towards the employees.Originality/valueThe research empowers health-care professionals with new management and leadership concepts, such as agile management, sustainable leadership and leadership development methods in health care.

The Role of Developing Individual Leaders to Enhance Organizational Performance: The Human Capital Perspective

There is evidence showing the role of developing individual leaders to enhance organizational performance. However, both theoretical and practical works relating to components of leadership development practices and organization-level performance are required in the literature. To close this gap, a model analyzing the impact of two components of leadership development methods on the growth of human capital, which in turn improves organizational performance, was presented. The differentiation leadership development practice component is directed primarily at developing the intrapersonal knowledge, skills, and abilities of leaders, while the integration leadership development practices component helps develop leaders’ interpersonal knowledge, skills, and abilities. Primary data were collected using a structured questionnaire from a sample of 336 bank managers to test the proposed hypotheses. The collected data were analyzed using Structural Equation Modeling. The results of the data analysis revealed that the differentiation leadership development practice was positively correlated with human capital and that human capital may explain the correlation between this practice and organizational performance.

A dialogue map of leader and leadership development methods: A communication tool

The dialogue map is a new pedagogical framework that provides an overview of leader and leadership development methods and is designed to facilitate dialogues about how to promote leadership develo ...

Future Trends in Leadership Development Practices and the Crucial Leadership Skills

Leadership, in today's rapidly changing and unstable business environment, becomes critically important. However, leadership development practices have not proven adequate to meet the challenges of the new era. The present cross-cultural research aims to examine the crucial leadership skills for the 21st-century leaders, especially in times of crisis, and identify similarities and differences between five European countries (Greece, Bulgaria, Latvia, Lithuania, and Cyprus) and the U.S. In addition, the role of a leader in the 21st century and the leadership development methods needed for future leaders were investigated. The sample consisted of 65 leadership experts. The results revealed some similarities, but, also, specific differences between the five European countries and the U.S. in the essential leadership skills and the ones needed in times of crisis. A gap was also identified between the required and the observed leadership skills in the workplace in both European countries, and the U.S., implying the need for a paradigm shift in leadership development methods to prepare future leaders capable of navigating in an uncertain and complex world.

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

PurposeThe purpose of this paper is to develop a clear answer to the question “how is leadership developed?” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program.Design/methodology/approachThe Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders.FindingsThe four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work.Research limitations/implicationsAs the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert.Practical implicationsThis paper presents four dimensions of an effective leadership development strategy.Originality/valueCore elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.

An Integrative Framework for Problem-Based Learning and Action Learning

Experiential learning methods for leadership development have grown in popularity, but empirical research to support design, implementation, and ongoing evaluation has not kept pace with the demand for these programs. Problem-based learning (PBL) and action learning (AL) are two examples of these interventions used for developing agile practitioners while solving challenges found in the workplace. Addressing the complexity of these approaches, this article presents a framework that integrates PBL and AL design features to facilitate research into these similar interventions for management and leadership development. The PBL and AL literatures are compared to reveal analogous characteristics and to highlight gaps in research. The integrative framework is applied to make recommendations for human resource development practitioners conducting program evaluations.

Leadership as enabling function for flourishing by design

Purpose The purpose of this paper is to alert the reader to the urgent need to address the most pressing challenge and opportunity of the twenty-first century, namely, leadership that enables flourishing for all forever. Design/methodology/approach This conceptual paper suggests a heuristic for the reader and supplies a working model of leadership as enabling function for flourishing that arises from a survey of the literature around leadership development, as well as a brief review of the literature on flourishing. Findings The paper highlights the reality that there are, as yet, only a small number of organizations and leadership that have conceptualized and implemented the notion of flourishing by design and that a great deal more research and implementation needs to occur to prove the validity of the model. Research limitations/implications There is a need to undertake quasi-experimental research in which leadership development praxis incorporates the element of flourishing by design and then action research through which the outcomes can be measured, modified and ongoing improvements iterated into the organizational design. Practical implications This paper suggests a different mindset and skillset for leadership and, by implication, leadership development. The ongoing research into “Seeking Best Methods for Leadership Development”, through the authors’ Round 1 Delphi survey has uncovered the elements of Human Capital, Social Capital, Structural Capital and Self Leadership, as core elements desired by global CEOs as necessary for an effective leadership development program. What the authors did not probe for, and need to probe for, is the element of “Flourishing Capital” or the degree to which the leadership might be developed to serve as an enabling function for flourishing for all forever. Social implications If organizations design flourishing into the raison d‘être of the organization, then organizations will seek and develop leadership that has flourishing as a core motif and focus. If organizational leadership supports and enhances flourishing as a central motif, then a shift will occur from profit only to profit that supports flourishing for all forever. Originality/value The paper highlights the reality that there are, as yet, only a small number of organizations and leadership that have conceptualized and implemented the notion of flourishing by design and that a great deal more research and implementation needs to occur to prove the validity of the model.

Leadership development methods and activities: content, purposes, and implementation

Purpose– The purpose of this paper is to understand the nature of leadership development (LD) methods adopted by companies operating in Syria by exploring the content, purpose, and the implantation of LD methods.Design/methodology/approach– Middle and top managers were asked via semi-structured interviews to describe the content, purposes, and implementation of LD practices.Findings– The findings revealed that the LD interventions are mixed between experiential learning and self and team analysis. Specifically, five major methods or activities used in Syria: action learning, coaching, feedback, rotation, and networking. These methods and activities were not only used for a specific purpose, but also for multiple purposes.Research limitations/implications– Research data were conducted during what was called the Arab Spring, which has negative implications not only on the participants, but also on the way they responded to questions. In addition, the for-profit sector was only involved in the study because of its flexibility, lack of bureaucracy, and the application of LD.Originality/value– This study is the only study that investigated LD methods and activities in Syria.

From Experiential Learning to Aesthetic Knowing

The Problem Following executive students in a series of choral conducting workshops, this article explores the growing practice of arts-based leadership development. Based in experiential learning, arts-based learning claims to have great potential in connecting intellect and emotions, to meaningfully challenge norms and assumptions, and to value the relational and subjective aspects of human experience. However, to date, there is a lack of empirical, participant-focused work exploring the “what” and “how” of arts-based leadership development as well as its impact on professional practice. The Solution Through observational and interview data gathered at a European business school, this research takes a grounded, participant-centered approach to exploring the experiences of participants in three choral conducting masterclasses. The findings support the effectiveness of arts-based methods for leadership development; potent learning emerges. Moreover, nuance is added to understandings of how and what learning takes place, describing a process of learning as sensemaking to aesthetic knowing. The development outcomes centered on relational dynamics of leadership and the aesthetics of power and responsibility, with longer-term data showing positive impact on the professional practice of participants. The Stakeholders This article speaks to HRD researchers, professionals, and development practitioners. Of interest for all three groups, the study overviews the growing trend of arts-based methods in leadership development while providing insights into how learning gets done,what is learned, and sheds light on longer-term impacts of this form of experiential learning.

The corporate family model of leadership development.

This article introduces the concept of the “corporate family,” and discusses the use of family systems theory in the assessment, diagnosis, and treatment of workplace pathology and dysfunction. As a leadership development company started by Steve Wilke, Ph.D., LEADon Inc. has been working with organizations for nearly two decades to increase their productivity and profitability. In these consultations, traditional leadership development methods proved not to be as effective as anticipated in relieving workplace dysfunction. Utilizing the Corporate Family Model, which blends traditional leadership development interventions with family systems theory to treat workplace pathology, Dr. Wilke has been able to significantly improve organization’s relational functioning, enhance emotional intelligence, and increase the productivity and profitability of his clientele. Using the Corporate Family Model in leadership development training, along with the core principles of family systems theory, has led to fundamental change and improvement in the culture of many organizations. Further explanation of the Corporate Family Model, its blend of family systems theory and traditional leadership development, and how it can positively impact workplace culture are discussed in this article.

Business Games for Leadership Development

Leadership development poses great challenges to modern organizations. One possible method to develop leaders is the use of experiential techniques based on business games. The objective of this article was to identify, based on literature, business games used in leadership development and to examine how they contribute to the qualification of the leaders. In particular, the article analyzes business games in which elements of leadership development were present as part of the computer model (simulator). The article describes the goals of the games, their pedagogical and technical features, their relation to leadership theories, and their effectiveness in leadership development. The methodology used was systematic review conducted in SCOPUS, ISI, and BKL (Bernie Keys Library) databases. The review identified five games that met the criteria and objectives of this research. This study shows that using business games for leadership development is still a hard task. It points up some problems and difficulties in this task and suggests ways to develop more effective methods for leadership development with business games.

大学における環境人材育成の方法

大学における環境人材育成の方法

Leadership development inKorea: aDelphi study

The purpose of this study was to identify the leadership competencies most required for leaders operating inKorean organizations and to examine the characteristics of leadership development practices used for developing those competencies. TheDelphi method was used to obtain the consensus of a group of leadership development experts inKorea and, ultimately, to identify and prioritize issues relevant to this study. The findings revealed that some universal leadership competencies commonly identified in the global leadership literature are important for contemporary leaders inKorea; at the same time, there are idiosyncratic competencies required that reflect the characteristics ofKorean society. In addition,Korean organizations have adopted many leadership development methods developed in western countries, and the relatively new methods such as coaching and 360‐degree feedback are considered to be more effective than the traditional methods. Finally, strong support from theCEOand top management is the most critical factor affecting the success of leadership development practices inKorea.

Effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: A field experiment

Despite the widespread use of multi-source behavioral feedback as a method of leadership development, little research has been conducted to identify facilitating conditions that can make the feedback more effective. This article reports results from a longitudinal field experiment on the effects of providing feedback about influence behavior to middle managers in the corporate office of a supermarket chain. Managers who only attended a single feedback workshop were compared to managers who attended a second feedback workshop several months after the initial one. A significant increase in the use of “core” influence tactics with subordinates and peers was found only for the managers who received repeated feedback, and they were also rated higher in overall effectiveness by their bosses. Practical implications for leadership development and suggestions for future research are discussed.

The traps that keep women from reaching the top and how to avoid them

PurposeFirst, this paper aims to demonstrate that there are specific obstacles to the progression of women to top positions. Second, it aims to give advice to individual women leaders and to organizations how to go about removing such obstacles.Design/methodology/approachThe paper reviews current research on gender differences in leadership, career progression of women, gender diversity in organizations, and leadership development methods such as 360° evaluations. It also refers to case studies of successful women leaders as evidence.FindingsWomen on their way up the corporate ladder get caught in two traps: the assumption that women and men have the same leadership qualities and the belief that they must imitate male leadership behavior in order to succeed. These traps not only prevent women from reaching their full potential but also prevent organizations from maximizing available talent.Practical implicationsTo avoid these traps, the business community must recognize that women and men have different leadership competencies, use those differences to their advantage, and learn how to effectively manage the variety of perceptions of women as leaders. At the same time, the paper identifies often used, yet ineffective strategies to develop women's careers.Originality/valueThe paper questions assumptions about gender diversity in leadership and methods about how to improve gender balance at the top of organizations. It identifies specific and tangible obstacles to women's career progression and offers concrete advice on how to remove those obstacles.

Seasons of a Leader's Development: Beyond a One-Size Fits All Approach to Designing Interventions

In this article, we propose a typology of leadership development methods. We argue that different methods are suited to the learning needs of different leaders, which we segment by organizational level, life-cycle and role-cycle. We advance propositions about which learning methods are best suited to the challenges of these different seasons of a leader’s development.

SEASONS OF A LEADER'S DEVELOPMENT: BEYOND A ONE-SIZE FITS ALL APPROACH TO DESIGNING INTERVENTIONS.

In this article, we propose a typology of leadership development methods. We argue that different methods are suited to the learning needs of different leaders, which we segment by organizational l...

Wisdom and bus schedules: developing school leadership

This article is based on a synthesis study of school leadership development conducted for the National College of School Leadership (NCSL) in England. It first outlines a perspective on leadership focusing on the concepts of wisdom, deliberation and higher order capacities. Then it describes and assesses two distinct models of leadership learning, emphasising the importance of ‘basic’ management knowledge, skills and processes. There is a discussion of approaches to the choice of methods for leadership development, taking account of evidence about the preferences of participants. Several developing conditions for which school leaders need to be equipped are identified and discussed. Among the conclusions proposed for policy, practice and research are the need for a closer alignment of leadership development with career development and a better understanding of the attributes and skills that underlie the higher order capacities.