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This application brief shares Phase One of an action research project for the Association of Leadership Educators. This project demonstrates how a member-based association can successfully engage its members in terms of identifying needs, defining strategic priorities, and detecting resource development opportunities. This body of work has various implications for leadership and leadership education and provides a model that other associations can replicate to engage in resource development.

A brief history of the association’s first 25 years since its inception is provided in this brief and the work of the Resource Development Committee is presented. The findings from two focus group sessions conducted during the 2014 annual conference are highlighted and the paper closes with a discussion of how the Resource Development Committee can, through specific initiatives, support the association’s wellbeing and strategic direction. By sharing the rationale behind the Association of Leadership Educators board of directors’ decision to invest in a resource development strategy, other association leaders can access and implement a similar action plan to generate additional revenue which, in turn, can be used to enhance association membership services.

The 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.

The 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.

The 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.

As 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.

This paper presents four dimensions of an effective leadership development strategy.

Core 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.

The purpose of this paper is to consider the self-determination theory (SDT) to examine the perceived impact of events on happiness based on event organizers’ opinions. Moreover, it explores whether event organizers in Abu Dhabi consider promoting happiness and well-being as a value of their event and examines how organizers define a successful event.

The research was inspired by Abu Dhabi’s governmental initiative to promote happiness at all stages, with the aim of becoming one of the happiest countries in the world. A qualitative approach was used, and seven event organizers from the Emirate of Abu Dhabi in the United Arab Emirates were interviewed.

Attributes of an event were analyzed, and the results indicated that happiness as a value of events is not an idea that occurs to organizers by recalling values; yet, after reminding them of “happiness,” they all agreed that this value is what they do promote with their events.

Thus, actions must be considered to implement happiness with the potential to become a “first-on-mind” value of events organized in Abu Dhabi (UAE).

Specifically, the authors researched if event organizers consider promoting happiness and well-being as a value of their event, as well as to determine what they considered to be a successful event.