Organizational Leadership Development Research Articles

The Role of Leadership Development in Enhancing Succession Planning in the Israeli Nonprofit Sector

In this study we identified and examined the characteristics of nonprofits that have organizational leadership development (OLD) initiatives integrated with executive succession planning to ensure the continuity of organizational leadership. Results from a survey of the 54 nonprofit Israeli executive directors (EDs) found that the importance of OLD and its availability and accessibility were positively associated with succession planning. Findings included the extent to which EDs advise boards about succession planning and the likelihood of internal recruitment (including an institutional policy) as a mechanism for EDs’ replacements. Implications for nonprofit boards and EDs and recommendations for future research are provided.

Using Creative Techniques in Leadership Learning and Development

The Problem Leadership development programs have become prolific in organizations in both the public and private sectors, with new initiatives endlessly being developed. Empirical and conceptual work that challenges some of the mainstream approaches to leadership learning and development has led to initiatives increasingly becoming complex in nature and to the use of innovative and unusual approaches. There is limited knowledge, however, regarding the impact of such techniques. The Solution This issue focuses on some core themes around enabling and enacting leadership development in organizations through creative techniques using art, poetry, symbolism, theater, drama, and film, and is rooted in experiences of delivering such interventions in a range of countries, sectors, and professions. Each article explores how these techniques can be translated into practice across a wide of variety leadership learning and development contexts and is rooted in the contemporary and critical leadership literature. The Stakeholders Human resource development professionals seeking to identify key considerations in selecting creative techniques for effective leadership learning and development interventions, and academics advising on such selections and teaching leadership themselves, will be interested in these articles, which will also set the basis for further empirical research and theoretical reflection on the topic.

Educação Corporativa e Desenvolvimento de Lideranças em Empresas Multisite

No mundo empresarial, as mudanças são cada vez mais rápidas. A aprendizagem, no contexto organizacional, transforma-se e nasce a Educação Corporativa (EC), definida como um conjunto de estratégias educacionais contínuas que visam ao desenvolvimento de competências para o negócio. Nesse contexto, o desenvolvimento de lideranças é uma necessidade das organizações que estruturam programas com o uso de diferentes estratégias e Tecnologias da Informação e Comunicação (TIC). O objetivo desta pesquisa é identificar quais estratégias e TIC vêm sendo utilizadas na Educação Corporativa para o desenvolvimento de lideranças em organizações multisite. A pesquisa é exploratória e qualitativa. Foram realizadas entrevistas com 12 empresas da região metropolitana de Porto Alegre – RS (em um total de 24 entrevistados) escolhidas por acessibilidade. Os resultados indicam que a maioria das empresas ainda não adota a EC em sua totalidade. As estratégias de ensino e aprendizagem mais utilizadas são: aulas expositivas e debates; a modalidade presencial predomina e a utilização das TIC é limitada, sendo as tecnologias utilizadas os Ambientes Virtuais de Aprendizagem e ferramentas da Web 2.0. O principal desafio para o desenvolvim ento de lideranças nessas empresas multisite é a aprendizagem e disseminação da cultura organizacional.

Towards sustainable co-management organization: a case study of the Baikka Beel, Moulvibazar, Bangladesh

The present study was conducted in Baikka Beel, Moulvibazar, Bangladesh from July, 2012 to October, 2012. This paper examined the role and performance of the CMOs in the Beel management and the challenges faced by the CMO members. Primary information were collected through focus group discussions using conceptual framework. Organizational development, leadership development, capital formation, women and gender development and conflict resolution were used to examine the performance of the CMOs. The result revealed that the RMO and FRUG were in satisfactory level in sustainability except RMO network. However CMOs were facing some challenges. These included policy level (amendment of Fish Act 1950 regarding permanent sanctuary, lease period extension complexity, no national and social recognition of CMO members, less awareness program to the non-CMO respondents, few scope of media highlight and no fund especially in RMO network operation) and operational level (no vehicle to rush to protect the poaching, no provision of honorary for RMO members, less training in capacity building and regional and statewide interactions). At last some recommendations were made for both policy and operational level. Finally new project could be implemented through the implementation of the research findings towards sustainable CMOs.

Towards sustainable co-management organization: a case study of the Baikka Beel, Moulvibazar, Bangladesh

The present study was conducted in Baikka Beel, Moulvibazar, Bangladesh from July, 2012 to October, 2012. This paper examined the role and performance of the CMOs in the Beel management and the challenges faced by the CMO members. Primary information were collected through focus group discussions using conceptual framework. Organizational development, leadership development, capital formation, women and gender development and conflict resolution were used to examine the performance of the CMOs. The result revealed that the RMO and FRUG were in satisfactory level in sustainability except RMO network. However CMOs were facing some challenges. These included policy level (amendment of Fish Act 1950 regarding permanent sanctuary, lease period extension complexity, no national and social recognition of CMO members, less awareness program to the non-CMO respondents, few scope of media highlight and no fund especially in RMO network operation) and operational level (no vehicle to rush to protect the poaching, no provision of honorary for RMO members, less training in capacity building and regional and statewide interactions). At last some recommendations were made for both policy and operational level. Finally new project could be implemented through the implementation of the research findings towards sustainable CMOs.

Transforming community services through the use of a multidimensional model of clinical leadership.

To evaluate the application of a Multidimensional Model of Clinical Leadership on the community healthcare leader and on transforming community services. Healthcare policy advocates clinical leadership as the vehicle to transform community and healthcare services. Few studies have identified the key components of an effective clinical leadership development model. The first two stages of Kirkpatrick's (Personnel Administrator 28, 1983, 62) Four/Five Levels of Evaluation were used to evaluate the application of the multidimensional model of clinical leadership. Eighty community healthcare leaders were exposed to this multidimensional clinical leadership development model through attendance of a community clinical leadership development programme. Twenty five leaders participated in focus group interviews. Data from the interviews were analysed utilising thematic content analysis. Three key themes emerged that influenced the development of best practice principles for clinical leadership development: 1. Personal leadership development 2. Organisational leadership 3. The importance of multiprofessional action learning/reflective groups Emergent best practice principles for clinical leadership development include adopting a multidimensional development approach. This approach encompasses: preparing the individual leader in the role and seeking organisational leadership development that promotes the vision and corporate values of the organisation and delivers on service improvement and innovation. Moreover, application of the Multidimensional Model of Clinical Leadership could offer the best platform for embedding the Six C's of Nursing (Compassion in Practice - Our Culture of Compassionate Care, Department of Health, Crown Copyright, 2012) within the culture of the healthcare organisation: care, compassion, courage, commitment, communication, and competency. This is achieved in part through the application of emotional intelligence to understand self and to develop the personal integrity of the healthcare leader and through supporting a culture of lifelong leadership learning. Embedding the best practice principles of clinical leadership development within a multidimensional model of clinical leadership provides a promising approach to: equipping the healthcare leader with those transferable leadership skills required to help them embark on a journey of lifelong leadership learning; and producing the healthcare leader who is caring, compassionate and can confidently and effectively transform community services.

Building China’s Social Service Capacity: Lessons Learned from Professional Training Program Collaborations

Both the general economy and the provision of social services have grown in recent years in China. An opportunity has evolved for U.S.-based schools of social work to collaborate with counterparts in China to provide social service training and professional development programs. This article describes the lessons learned from two such programs that were developed, implemented, and evaluated by a continuing education division of a U.S. school of social work in conjunction with a Chinese university. Evaluation data are presented from the Training Skills Certificate Program (TSCP) and the Non-governmental Organization Leadership Development Program (NGO-LDP). The development and delivery processes of both of these programs are also explained. Implications for similar cross-cultural training programs are discussed. This article aims to provide a basic roadmap for U.S.-based social work institutions seeking to help China develop its capacity in social service delivery by way of training and professional development of the social service workforce.

The Impact of organizational culture and Training on Leadership Development

Purpose : The purpose of this research paper is the impact of organizational culture and training on leadership development and makes the detailed study of organizational culture and training in the context of leadership development. Design/methodology/approach: A mixed methods approach (e.g. both qualitative as well as quantitative) was utilized in order to carry out this study. The questionnaire consisted of 26 statements which make reference to the main functions of organizational leadership development, such as, Training and Organization Culture. The gap analysis method was used for the questionnaire items. Finally, complimentary to the questionnaires, it was decided to have on-site visitations with “real people” on the ground. Findings: The study shows that leadership training programs and organizational culture are tools which are used for Leadership development. Practical implication: This practical evidence provides guidelines for Human Resource researchers and managers for providing training and organizational culture which effect on leadership development Limitation of research: The major limitation of this research is cost, time and research culture. Originality/value: Leadership training programs and organizational culture need to be supplemented with Leadership development activities and a more systematic follow-up process after completion.

Becoming a Manager in Nonprofit Human Service Organizations: Making the Transition from Specialist to Generalist

The transition from direct service to management in human service organizations requires newly promoted managers to engage in significant role transformation that calls into question their self-concept and identity. This analysis draws upon the for-profit and nonprofit literature to construct a conceptual model of managerial identity formation. The model is then applied to a case vignette of a managerial leadership development training program developed by a regional network of nonprofit human service agency directors. The analysis concludes with implications for managerial training and leadership development in human service organizations.

Leadership development needs assessment in healthcare: a collaborative approach

PurposeThis exploratory study aims to present data collected from a collaborative project designed to assess leadership development needs in a healthcare setting.Design/methodology/approachThe research describes a three‐phase design that draws primarily upon qualitative data collected from focus groups, written submissions and interviews with middle managers employed in a provincial health authority, Horizon Health Network, located in Atlantic Canada.FindingsThe findings reveal a number of considerations for future leadership development programs including the need to make space for leadership development, the role of partnerships in leadership development, and the need for mentoring and coaching. In addition, a number of challenges facing the organization and the possible impact on leadership development are identified.Research limitations/implicationsThe findings are based upon one case study site and this limits the generalizability of the research. In addition, the researchers were only able to make direct contact with one half of the 150 middle managers that will be participants in the eventual leadership development program.Practical implicationsThis research describes a collaborative approach through which to increase buy‐in and commitment to leadership development in healthcare organizations. The approach provides a path to build sustainability in overall organizational performance through a healthy and engaged workforce.Originality/valueMost research describes or evaluates leadership development programs with little attention devoted to the process of needs assessment. In addition, the literature focuses upon participants who have finished a program or are part way through a program. This research looks at the possibilities of a collaborative approach to leadership development pre‐leadership development program starting at the needs assessment phase.

Leadership and Engagement for Natural Resource Organizations: A Case Study in Mississippi

This article describes five workshops that addressed leadership development in Mississippi natural resource organizations. Natural resources organizations were defined as any group that provided educational opportunities or interacted in some way with nature, including forestry associations, master urban foresters, and wildlife organizations. Discussions and a post-workshop evaluation gathered information on satisfaction with the program as well as strengths, needs, and opportunities for the organizations. Overall, participants were very satisfied with the program, and follow-up inquiries revealed behavioral changes. This workshop can serve as a model for addressing leadership and organizational issues in natural resource resident groups and in communities.

Planning and Developing Leadership within the Organization

This exploratory study aims to analyze how organizations and their leaders are developing leadership internally, trying to understand which variables influence the adoption of practices of leadership development in organizations. The dimensions considered in the investigation are divided into three groups which are: i) Type of Organization (TO)-formed by the variables related to the characterization of the organization, ii) the profile of the leader (PFL)-consists of the variables related to the characterization of the leader, and iii) the leadership style perceived by the Leader (EL)-includes the variables of transformational leadership model of Bass and Avolio and used in the Multifactor Leadership Questionnaire (MLQ), including the transformational, transactional and laissez-faire leadership. The existence of practices of leadership development is associated to the dimension of organizations, their level of importance, the existence of leaders succession planning and the use of coaching as a process to equip people with knowledge and tools to self develop and to become more effective. Leaders who promote the practice of leadership development prefer leaders that come from within the organization. The leadership style perceived by the leaders that promotes leadership development practices is the transformational leadership style.

Exploring the Charge Nurse Role

This study describes the experience of being a charge nurse in acute-care practice. The charge nurse role has become instrumental in achieving safe and effective outcomes. The role remains poorly defined with little focus on charge nurse development. This qualitative study used a descriptive exploratory method. Semistructured interviews were conducted with 20 charge nurses from 4 acute-care facilities. Eight themes emerged to describe the experience of being a charge nurse in acute-care practice. Findings can be used by nursing executives to emphasize the importance of this role to the organization and support leadership development at the charge nurse level.

Leadership Development in Organizations: Multiple Discourses and Diverse Practice

Research on leadership development in organizations is abundant, as are the resources invested in developing their leaders. Although rarely made explicit, much of this writing and activity is driven by functionalist assumptions, with a primary concern for good design and enhanced corporate performance. Given the politically sensitive, culturally complex and institutionally embedded nature of leadership, as well as controversy over the way leadership itself is best defined and developed, the author argues that this reliance on a single perspective is potentially limiting. The aim of this paper is to enhance leadership development practice in organizations by proposing a fresh and theoretically informed approach for exploring the multiple meanings of leadership development. This is done, first, by clarifying the discursive assumptions underlying studies in this field and revealing the distinctive insights that arise from functionalist, interpretive, dialogic and critical discourses of leadership development; and second, by exploring how each of these discourses, or ‘readings’, might promote quite different approaches to leadership development in organizations.

Research Issues in Mentoring for Leadership Development in Organisations

Mentoring is a practice through which one person (the mentor) facilitates the development of another (the mentee) by sharing known resources, expertise, values, skills, perspectives, attitudes, and proficiencies. It provides a mechanism in organisations by which experienced managers can pass on their wisdom, helping to shape their mentee’s values and beliefs in a positive way. It is thus an all-inclusive relationship and process, and includes everything done to support mentee's orientation and professional development, in contrast to other developmental approaches such as coaching and counseling, where the emphasis is on getting the person to come up with their own solutions. It is an ideal vehicle for leadership development, addressing the individual’s needs and opening up opportunities for organizational growth. The paper highlights several important research issues arising from both theoretical and practical considerations in mentoring programs, and attempts to integrate them into a model for mentoring effectiveness.

Leadership Development in Organizations in India: The Why and How of It (Part II)

<i>Leadership Development in Organizations in India: The Why and How of It (Part II)</i>

How does leadership affect information systems success? The role of transformational leadership

We examined the positive impact of transformational leadership on IS success in organizations via two psychological mechanisms of system users’—perceived organizational support and systems self-efficacy. Our conceptual model was assessed using a sample of 251 employees from a multi-national bank in Korea. Overall, our results supported the hypothesized relationships: transformational leadership was positively related to system users’ IS success, and both perceived organizational support and systems self-efficacy of the system users mediated the relationship between transformational leadership and IS success. The results call for manager's attention to the importance of transformational leadership development in organizations.

Leadership Development in Organizations in India: The Why and How of It (Part I)

<i>Leadership Development in Organizations in India: The Why and How of It (Part I)</i>

Leader self-development as organizational strategy

Leader self-development enables leaders to adapt to the continually changing environment both within and outside of the organization. The purpose of this paper is to describe the construct of leader self-development and the processes by which it can serve as an organizational leadership development strategy. We framed the paper around a multi-level model of leader self-development linking organizational level constructs such as human resources practices and resources with group level phenomena of norms, supervisor style, and social networks with the individual leader self-development process. Leader self-development is a cost-effective way for organizations to develop leaders resulting in competitive edge.

Integrated change: creating synergy between leader and organizational development

PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.