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Article
Publication date: 19 June 2009

Francis Amagoh

It is important that organizations embark on leadership development programs that will enhance leadership effectiveness. The purpose of this article is to identify some…

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27107

Abstract

Purpose

It is important that organizations embark on leadership development programs that will enhance leadership effectiveness. The purpose of this article is to identify some leadership development initiatives.

Design/methodology/approach

The paper uses a review of the literature to offer some leadership development practices.

Findings

Leadership development should be comprehensive and systematically integrated into the organizational culture in order to produce leaders who can deal adequately with organizational challenges.

Practical implications

Organizations and leadership developers should use a systemic approach in order to address the current leadership crisis. This paper emphasizes a global perspective and an organizational commitment to leadership development. It is suggested that organizations should have a long‐term focus towards realizing the benefits from investments in leadership development programs. The article offers a number of approaches to the selection and development of leaders at all levels of an organization.

Originality/value

All organizations face the problem of developing good leaders. This paper helps to identify some approaches to leadership development that will enhance leadership effectiveness and organizational performance.

Details

Management Decision, vol. 47 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 June 2005

Inger Buus

This paper aims to investigate the attitude of European organisations to leadership development initiatives and to identify best practice initiatives that organisations

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5869

Abstract

Purpose

This paper aims to investigate the attitude of European organisations to leadership development initiatives and to identify best practice initiatives that organisations should employ to build skills and capabilities for the future.

Design/methodology/approach

The research, Leadership Development in European Organisations, conducted by DIEU, the Danish Leadership Institute. The study was completed in November 2004 and was conducted among 51 global organisations via face‐to‐face and telephone interviews. The respondents all operate at a senior level within their organisation – for example, they are senior development managers, directors or vice presidents. Over 70 per cent of the participating organisations employ over 20,000 people and 22 per cent have between 5,000 and 20,000 employees. Participating companies include Astra Zeneca, BMW, BP, Cadbury Schweppes, Dell Computers, HBOS, IBM Europe, Pearsons plc, Siemens, UBS and Vodafone.

Findings

The DIEU study has found that more than half (53 per cent) of key European business players have not increased their leadership training budget for the last four years and 46 per cent say they cannot see this level of investment changing in the next three years. Less than one‐quarter of boardrooms and under one‐third of senior management teams are fully committed to their companies’ goals for leadership development and nearly half (48 per cent) are not integrating their leadership development with business needs. The report cites organisational frictions and a general lack of awareness that leadership development matters as being among the reasons for this lack of support for leadership development.

Originality/value

This paper is valuable to organisations and HR and development professionals who are considering or reviewing their current leadership development activity. It makes a number of recommendations for organisations seeking to implement best practice leadership, as well as detailing the likely future nature of leadership development across the board.

Details

Industrial and Commercial Training, vol. 37 no. 4
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 January 2006

David Weiss and Vince Molinaro

Leaders' capacity has become mission‐critical in many organizations today. However, this business challenge is a struggle for many. Part of the reason is that current

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4989

Abstract

Purpose

Leaders' capacity has become mission‐critical in many organizations today. However, this business challenge is a struggle for many. Part of the reason is that current approaches to building leadership capacity are failing to hit the mark, and many senior leaders have little confidence in their organization's leadership development programs. This article aims to examine how organizations can close the leadership gap in their organizations by implementing an integrated approach to leadership development.

Design/methodology/approach

The evolution of leadership development is discussed and a framework is presented to examine traditional approaches and consider their limitations.

Findings

The integrated‐solution approach to leadership development represents a more strategic, synergistic and sustainable way for organizations to build the leadership capacity they require to gain competitive advantage. The integrated solution is intense. It requires serious commitment on the part of organizations, their senior leaders and from HR. The process also is more complex. In the long‐term though, the integrated‐solution approach delivers greater value to organizations and ensures that their investment in leadership development is optimized.

Originality/value

The article presents practical and proven strategies to overcome the leadership gap in organizations today

Details

Industrial and Commercial Training, vol. 38 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 2 January 2018

Shilpa Kabra Maheshwari and Jaya Yadav

Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by…

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1842

Abstract

Purpose

Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy.

Design/methodology/approach

Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations.

Findings

An integrated six-step approach to leadership development has been proposed for scholars and practitioners.

Practical implications

From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual.

Originality/value

Current studies in the area of leadership development in the Indian context are scarce.

Details

Development and Learning in Organizations: An International Journal, vol. 32 no. 1
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 11 June 2018

Clinton Longenecker and Gary S. Insch

The purpose of this paper is to identify the specific practices senior leaders need to engage in to best support their organization’s leadership development initiatives…

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1356

Abstract

Purpose

The purpose of this paper is to identify the specific practices senior leaders need to engage in to best support their organization’s leadership development initiatives. All organizations invest billions of dollars around the world in leadership development, but there is surprisingly little attention given to the important role that senior leaders play in supporting these efforts. This paper draws upon focus group research with those responsible for designing and implementing leadership development initiatives to identify the strategic role senior leaders play in formal leadership development efforts.

Design/methodology/approach

To explore this issue, we conducted structured focus groups with over 250 executives, HR leaders and talent managers from over 30 different global organizations. Participants were responsible for leadership development in their respective organizations, averaged 44 years of age, 18 years of work experience, and were 54 per cent men and 46 per cent women. These focus groups were being used to solicit the input of those responsible for leadership development to identify the specific things senior leaders need to do to best support these leadership development efforts. The participants were asked to answer the following question, “Based on your experience, what specific things do senior leaders in your organization need to do to best support your efforts at developing high performance and strong leadership talent?”

Findings

Focus groups identified a series of key senior leader behaviors that are necessary to support an organization’s leadership development efforts. These findings, included the importance of senior leadership commitment to the process, the identification of specific leadership behaviors necessary to support these initiatives, the requirement of clearly understanding the organizations leadership development process, providing appropriate financial, staffing and technology resources to support these efforts, creating a climate of continuous learning and role modeling appropriate behaviors, among other findings.

Research limitations/implications

While the focus groups in this research and the subsequent qualitative and quantitative analysis of the findings were rigorous, the participants were not a randomly selected group and were by definition a convenience sample. At the same time, the implications of this research are significant on this important subject and provide a solid baseline for both practitioners and researchers alike to help explore, identify and build on best practices for senior leaders to support organizational leadership development initiatives.

Practical implications

Leadership is the key to success in any organization. To maintain that success, leadership development and continuous learning is imperative. This paper provides ten specific practices based on the focus group research that can help senior leaders create a more supportive environment for effective leadership development initiatives. The methodology used to identify these factors can be duplicated in other organizations to help them build an appropriate model for senior leader support for leadership development in their enterprise.

Social implications

The social implications for improving any organizations’ leadership is significant. It is known that effective leaders foster innovation, improve teamwork, create a more positive workplace, drive continuous improvement in quality, reduce turnover and improve the financial performance of most enterprises. With this backdrop, organizations can and must do everything in their power to accelerate leadership development and to engage in activities that do so. This paper will help pinpoint leaders and leadership development researchers and experts in that direction.

Originality/value

This manuscript offers a unique perspective on the role of senior leaders from the perspective of those who design leadership development programming in their organizations. And given both the readership and focus of this journal, this is an important perspective which takes into account the operational demands of leadership development in the strategic role senior leaders play in supporting these efforts.

Details

Strategic HR Review, vol. 17 no. 3
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 25 April 2019

Shilpa Kabra Maheshwari and Jaya Yadav

Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their…

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1635

Abstract

Purpose

Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability.

Design/methodology/approach

Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development.

Findings

The study proposes the HR PACE model for the role of HR in leadership development.

Practical implications

This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations.

Originality/value

While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 28 July 2021

Ann-Marie Streeton, Fleur Kitsell, Nichola Gambles and Rose McCarthy

The improving global health (IGH) programme is a leadership development programme that aims to develop leadership skills and behaviours alongside quality improvement…

Abstract

Purpose

The improving global health (IGH) programme is a leadership development programme that aims to develop leadership skills and behaviours alongside quality improvement methodology in National Health Service (NHS) employees in a global health setting. Through collaboration, experiential learning and mentorship, the programme aims to produce both vertical and horizontal leadership development in its participants. This paper aims to describe the programme and its impact, in terms of leadership development, in a sample of participants.

Design/methodology/approach

Open coding and thematic analysis of leadership development summaries (LDS) completed by 39 returned IGH participants were conducted. LDS are written on completion of the overseas placement; participants reflect on their personal leadership development against the nine dimensions of the NHS Healthcare Leadership Model (2013).

Findings

These IGH programme participants have reported a change in the way they think, behave and see the world. A development in sense of self and experience in developing team members are the two most commonly reported themes. Adaptability, communication, overcoming boundaries, collaborative working, “big picture” thinking and strategic thinking were also identified.

Research limitations/implications

The study is limited by the relatively low number of completed LDS. More work is needed to understand the long-term effect of this type of leadership development on the NHS. Other leadership development programmes should consider focussing on vertical and horizontal leadership development.

Originality/value

This more granular understanding of the leadership skills and behaviours developed and how it is the programme’s design that creates it, has not previously been described.

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Article
Publication date: 1 December 1997

Jay Klagge

Reveals that the need to develop leadership capacity among organizational managers has been on the increase since the early 1990s. Two of the major factors generating this…

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6927

Abstract

Reveals that the need to develop leadership capacity among organizational managers has been on the increase since the early 1990s. Two of the major factors generating this need are the advent of the quality movement with its dependence on teams, and the widespread incidence of organizational flattening that has eliminated many middle management positions. Today’s organizational managers need leadership skills to develop high performing teams and to cover the wider spans of control left in the wake of downsizing. Presents the experience of one quality‐conscious, downsized, team‐based organization as a case study on leadership development needs among today’s beleaguered managers. Notes that there are two primary outputs: first, presents the process by which the case study organization identified its leadership development needs. Second, provides the findings from the identification process within the case study organization. These findings, while not universally applicable, present an initial list of potential leadership development needs among today’s organizational managers.

Details

Leadership & Organization Development Journal, vol. 18 no. 7
Type: Research Article
ISSN: 0143-7739

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Book part
Publication date: 22 December 2016

Wesley S. Huey, Kevin M. Mullaney, Arthur Gibb and Joseph J. Thomas

This chapter examines the integration of curricular and extracurricular approaches to learning.

Abstract

Purpose

This chapter examines the integration of curricular and extracurricular approaches to learning.

Methodology/approach

The study is performed through a case study examination of leader development programs at the United States Naval Academy.

Findings

The Naval Academy’s organizational and pedagogical approaches are grounded in the science of experiential learning and seek to integrate classroom instruction with the myriad leadership opportunities that are inherent in the design and function of the institution. Highlighting the example of the Class of 1977 Gettysburg Leadership Encounter, we show the impact on leadership development of explicitly linking curricular and extracurricular programs, and describe various tools that have proved effective reinforcing those linkages.

Originality/value

Students involved in this and other experiential programs and activities are better able to transfer the knowledge acquired in the classroom to the practical experience of leading their peers, and they lead with more confidence and better effectiveness. We conclude that this kind of integration has the potential not only to benefit the individuals involved but also to generate data on learning and development which could then be leveraged to enhance leader development through evidence-based analysis, feedback, and basic research.

Details

Integrating Curricular and Co-Curricular Endeavors to Enhance Student Outcomes
Type: Book
ISBN: 978-1-78635-063-3

Keywords

Abstract

Details

Maturing Leadership: How Adult Development Impacts Leadership
Type: Book
ISBN: 978-1-78973-402-7

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