Reflective leadership review: a framework for improving organisational performance

Patricia Ann Castelli (Department of Management, Lawrence Technological University, Southfield, Michigan, USA)

Journal of Management Development

ISSN: 0262-1711

Publication date: 7 March 2016

Abstract

Purpose

The purpose of this paper is to describe, examine and discuss scholarly literature on reflective leadership, a topic gaining momentum as a result of globalization. Despite the growing popularity of reflective leadership techniques, current and aspiring leaders are struggling to find ways in which to effectively practice reflection as a consequence of a lack of tangible available guidance.

Design/methodology/approach

Scholarly literature on reflective leadership was examined and presented in this paper. Discussion on the potential efficacy of reflective leadership is also included as the available literature on the topic is scarce in comparison to other more established leadership techniques.

Findings

Reflective leadership has been shown to improve organizational performance. The advent of globalization further intensifies the need for an effective approach leaders may deploy when assessing the long-term consequences of their actions and decisions. Therefore, methods to extend the theory and effective practice of reflective leadership are necessary to enable the future development of leaders.

Practical implications

This paper provides leaders with strategies for improving their leadership effectiveness. Practical techniques for utilizing reflective leadership are offered.

Originality/value

This paper describes the challenges faced by leaders when adopting reflective leadership as a way to improve organizational performance. A universal framework is presented for the effective practice of reflective leadership. This framework provides a basis for future research to test the efficacy of the model.

Keywords

Citation

Castelli, P. (2016), "Reflective leadership review: a framework for improving organisational performance", Journal of Management Development, Vol. 35 No. 2, pp. 217-236. https://doi.org/10.1108/JMD-08-2015-0112

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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