Leadership Development In Practice Research Articles

TRENDS AND INSIGHTS IN VISIONARY LEADERSHIP: A BIBLIOMETRIC ANALYSIS OF SCHOLARLY PUBLICATIONS FROM 2019 TO 2023

The study of visionary leadership has become increasingly significant as organizations navigate complex and evolving challenges. This paper presents a bibliometric analysis of scholarly publications on visionary leadership from 2019 to 2023, sourced from the Scopus database. The analysis reveals trends in publication output, identifies influential research contributions, and maps the thematic development of the field. Key findings highlight an increase in scholarly interest, with dominant themes including strategic vision, leadership competencies, and organizational change. Despite the wealth of research, gaps remain in empirical validation across diverse contexts, longitudinal studies, interdisciplinary approaches, and practical applications. The study underscores the need for more comprehensive research that bridges theoretical and practical insights, enhances cultural and global perspectives, and develops quantitative tools for assessing visionary leadership. By addressing these research gaps, the field can advance towards a deeper, more applicable understanding that supports both academic progress and practical leadership development. This paper serves as a foundational reference for scholars and practitioners, outlining current knowledge and future research directions.

Have German leaders become ‘sentimental’? A qualitative study of novel leadership practices and expectations since COVID

This qualitative study investigates the leadership implications of COVID-induced work-from-home in the German context. We find that sentiment has become part of post-pandemic leadership expectations and identify the ‘coaching leader’, on lower leadership levels, and in relation to one’s peers, as a new style. The increased relevance of empathy, sentiment and development is in contrast to the leadership expectations which project GLOBE has established for Germany. Furthermore, we see that leadership in times of crisis becomes more malleable, providing individuals with the possibility of moving beyond existing norms, such as culture-specific value orientations, standards and leadership styles. The contribution of our study lies firstly in identifying the ‘coaching leader’ as a new style. Secondly, we show that leaders’ creative performances might be more relevant to New Work than the culture-specific styles which comparative cross-cultural management is based upon. Consequently, cross-cultural management research on leadership, as well as leadership development in practice, needs to become more individualized and contextualized. We also find that interviewees continue to make sense of leadership using the established culturally-contingent templates identified by project GLOBE, even though their actual leadership practices have changed. This gap between subjective leadership perception and objective leadership practice needs to be taken into account by cross-cultural management theory and practice. In summary, we propose that cross-cultural management research on leadership should (1) integrate qualitative, in-depth, and quantitative, comparative approaches for mutual enrichment, (2) differentiate leadership contexts into stability and change (crisis), and (3) consider both subjective and objective leadership realities.

Finding fit in friction: the value of contrast in mentoring for leadership development

PurposeThe dual purpose of this paper is (1) to describe and contextualize encounters between mentors' and mentees' differing needs in a leadership development programme and (2) to posit that practice negotiating frictional encounters constructs “good fit” between mentors and mentees and is a potentially important skill for leadership development.Design/methodology/approachThe authors gathered data through qualitative, semi-structured interviews of mentors, mentees and mentoring programme staff participating in a mentoring programme for leadership development offered at a mid-sized Canadian business school. Using a grounded theory, interpretive analytical approach, the authors examine the notion of “good fit” and how it emerged in encounters between participants' diverse needs.FindingsThe authors identified participants' mentoring needs by eliciting their experiences of “good fit” in the focal leadership development programme. The findings revealed that encounters between contrasting needs fell into two categories: (1) the need for career advising versus leadership development and (2) the need for structured versus free-flowing conversation. Those encounters, in turn, generated opportunities for leadership development.Practical implicationsThe findings have valuable implications for designing mentoring for leadership programmes. Namely, the authors propose pairing individuals with similar deeper-level qualities but diverse educational backgrounds and experiences to allow for practice in negotiating encounters with friction and contrast.Originality/valueAs an empirical study of mentoring for leadership development in practice, this study applies a dialectical approach to encounters across contrasting mentoring needs. In doing so, it locates leadership development potential in those frictional encounters.

Helping Leaders Grow Up: Vertical Leadership Development in Practice

This research reinforces arguments for the use of adult vertical development theory to transform traditional leadership development practices to prepare leaders for the volatile, uncertain, complex, and ambiguous (VUCA) world. Vertical leadership development strategies and practices were assessed in fifteen large organizations. Multiple factors impacted implementation of vertical development practices. The primary factor was the overall leadership development mindset (the organization’s learning strategy and its theory of individual change). Secondary factors include senior leader engagement, space for openness and vulnerability, capability and experience of practitioners, alignment in business processes, and expanded understanding of risk-taking. Our results illustrate that accelerating leadership capacity through the implementation of vertical development practices requires significant personal and organizational commitment.

Learning to Embody Leadership Through Mindfulness and Somatics Practice

The Problem Given the unpredictable nature of organizational life, leadership development programs that rely primarily on cognitive processing and critical reflection are no longer sufficient. What is required is an integrated pedagogy that enables individuals to access and embody a “way of being,” an aligned presence and purpose that spans all contexts so that the individual and leader are not separate entities but rather a fully cohesive self. To develop this capacity, reputable organizations are experimenting with holistic learning methodologies, including mindfulness and somatics practices. However, these methodologies have yet to be fully grounded in adult learning and leadership best practices, empirical research, mind–body principles, and leadership performance. The Solution Through a critical review of relevant theory, practice, and empirical research, this article conceptualizes a constructive developmental learning methodology, which integrates mindfulness and somatics practices that transform a leader’s relationship with behavior from the automatic to the consciously chosen realm. The article presents a practical model of embodied leadership where individuals learn ways to deepen awareness to include both the mind and body as an interdependent system to remain open, grounded, and engaged in a way that builds resilience, and resourcefulness, and improves relationships in complex environments. The Stakeholders Human resource development professionals, executive coaches, and aspiring leaders seek a holistic and practical leadership development approach, which is conceptually and empirically linked to leadership and organizational performance.

The future of leadership development: how can L&D professionals design and develop our next generation of leaders?

Purpose – The purpose of this paper is to inform L&D Professionals of our research finding and the key highlights from our published book, so that they can use this information when reviewing or designing Leadership Development Programmes. Design/methodology/approach – We wanted to discover the common themes present in successful leadership. We researched over 60 leaders from businesses of various sizes and structures. They completed a set of multiple choice questions (personality profiling questions) and then we asked them a set of open question to identify their likes/dislikes, keys to success, areas for development, values and main issues they face. Findings – We found that the leaders profiled across a broad spectrum of personality types (from the multiple choice questions), and yet there were strong similarities in the themes in the open question answers. We concluded that successful leadership was not dependant on a personality type but could be developed and learnt while staying true to your own personality. Research limitations/implications – We would have liked to research more leaders and define the research specifically by type of organization. As the purpose of the research was to inform our writing of a useful and practical leadership development book, we did not feel it was essential for this purpose. Practical implications – We would like this to inform the shape of future leadership development towards a more “whole person” development and away from the traditional skills-based approach. This will support leaders to be healthier, more successful and better role models. Social implications – Leaders are one of the most important roles in the world, and we need healthier, more rounded, emotionally regulated, more focused leaders to be appropriate role models for future generations. It is also important that a diverse range of leadership styles is accepted and developed in organizations. Originality/value – What is new in our paper is the development of the idea, supported by our research that Leaders can be authentic and successful without the need for a personality transplant. We have brought together our research with our psychological qualifications and business experience to produce a leadership development approach that is deep in its thinking and construction but easy and practical to use and apply.

A Case Study on the Effective Implementation of Enterprise Leadership Development

Enterprise leadership development practice is focused on providing effective support to enterprise strategies through leadership development programs. This paper proposes several theoretical hypotheses of the effective implementation of enterprise leadership development programs based on the conclusions of specific literature, and verifies the hypotheses through field observation and document analysis of the evolution of a practical leadership development program. This program was organized from 2005 to 2012 by an enterprise for its entry-level R&D managers. This paper puts forward the following ideas: Effective leadership development programs, with a wider purpose not limited to individual development, are organization-oriented and support the implementation of enterprise strategies. Such programs focus on the critical stages of key strategy implementation groups and comprehensively adopt a variety of methods. The mostly used methods rely heavily on direct experience and are closely related to actual work scenarios. Through these methods, leadership development programs pass on expectations and requirements for key roles and specify key capabilities required for them to implement enterprise strategies.

The Development of Entrepreneurial Leadership: The Role of Human, Social and Institutional Capital

This paper contributes to the literature on entrepreneurial leadership development. Leadership studies are characterized by an increasing emphasis given to an individual leader's social and organizational domain. Within the context of human capital and social capital theory, the paper reflects on the emergence of a social capital theory of leadership development. Using a retrospective, interpretivist research method, the authors present the experience of a cohort of business leaders on an executive development programme to uncover the everydayness of leadership development in practice. Specifically, they explore how entrepreneurial leadership develops as a social process and what the role of social capital is in this. The findings suggest that the enhancement of leaders’ human capital only occurred through their development of social capital. There is not, as extant literature suggests, a clear separation between leader development and leadership development. Further, the analysis implies that the social capital theory of leadership is limited in the context of the entrepreneurial small firm, and the authors propose that it should be expanded to incorporate institutional capital, that is, the formal structures and organizations which enhance the role of social capital and go beyond enriching the human capital stock of individual leaders.

Developing leadership in nursing: the impact of education and training

This is the second of two articles on developing leadership in nursing; this article explores the role and impact of training and education on nursing leadership. Nursing leadership education has been identified as much needed, and can be provided by universities (at Masters, diploma and certificate levels), healthcare organizations or hospitals. Research demonstrates that where leadership has been effectively taught and integrated into nursing, it has a positive impact on nurses' leadership skills and practice. It is suggested that healthcare organizations continue to develop and support leadership training, while also seeking ways of maintaining and promoting leadership development in practice.

Devolving decision making: implications for leadership development

PurposeThis paper aims to explore the implications for the way organizations develop leaders when decision making is delegated closer to the front line.Design/methodology/approachThe paper explores this theme using the National Trust as a case study.FindingsConventional distinctions between “management” and “leadership” become blurred and potentially misleading when front line managers become more accountable for local performance. In addition, a blend of interventions is required to develop skills at various leadership levels, ranging from technical to personal, and group‐based to individually tailored.Research limitations/implicationsThe case study is based on a charity and ignores the implications for fiduciary duties for directors and trustees. In addition, the paper does not include a review of the definition of devolved or delegated decision making. Finally, the case study is ongoing and the final results from the work will not be evident for up to two more years.Originality/valueDevolving responsibility in a charity is a rare and courageous initiative, given the broad array of stakeholders and level of public scrutiny. Given this challenge, private and public sector organizations can benefit from this experience and identify ways to engage their own stakeholders in the practical leadership development implications of a similar decision.

A case study of leadership development in action: the UJIA Ashdown Fellowship 2000‐2007

PurposeThe United Jewish Israel Appeal Ashdown Fellowship was launched in 2000 with the aim of creating high quality leadership for educational organisations in the British Jewish community. It sought to develop talented and committed people who demonstrated leadership potential. The purpose of this paper is to record the narrative of the programme, its strengths and challenges and to lay out some issues for thinking about the next phase.Design/methodology/approachA survey was sent to the graduates of the programme to ascertain their assessment of its impact.FindingsKey factors which helped the development of the programme were secure funding, a stable board and professional staff, an emphasis on making fellows feel valued, and access to some of the best people within the academic field of leadership and management and within Jewish education.Originality/valueThe paper presents a case study of leadership development in practice.

A new sciences outline for leadership development

The Newtonian physics that formed the foundation of physical and social science for centuries is unwinding in the face of the new sciences. The principles of the new sciences shed needed light on the technologies of leadership in modern organizations. This paper links specific leadership technologies to four general principles taken from the new sciences. Together, these technologies and principles provide a new metaphor for organizational life and the work of leadership. This metaphor offers an alternative explanation of the leadership phenomenon generally, helps organizational actors ground their leadership activity in terms of the new sciences theory, and points to better ways to prepare ourselves for the demands of leadership in organizations. This, in turn, provides a way for leaders to better understand their organizational environment and links that understanding to an outline of skills, behaviors, and attitudes that can be used in practical leadership development programs.

Presidents Academy: An evolution of leadership development

AbstractThis chapter discusses the Presidents Academy of the American Association of Community Colleges. The academy has evolved into a network made up of the nation's community college CEOs that provides a variety of practical leadership development and professional support programs.