A Review of Leadership Theory and Competency Frameworks

Purpose – The concept of managers assuming developmental roles such as coaches and learning facilitators has received considerable attention in recent years. Yet, despite the growing body of expert opinion that suggests that coaching is an essential core activity of everyday management and leadership, the literature base remains largely atheoretical and devoid of empirical research. While there is some consensus about what effective coaching looks like, little if any empirical research has examined ineffective coaching behaviours. The purpose of this paper is to compare the empirical findings from three separately conducted studies to derive a comprehensive understanding of the ineffective behaviours associated with managerial coaching.Design/methodology/approach – The current study adopted a cross‐national “etic” methodology based on the empirical findings generated by three previously conducted and purposefully selected “emic” studies. Drawing on Berry's and Lyons and Chryssochoous' “emic‐etic” approach...

Behavioural indicators of ineffective managerial coaching: a cross-national study.

Various researchers have recently challenged “contingent” models of managerial and leadership effectiveness, arguing that logic suggesting the universality of manager and supervisory leader behaviors is compelling, although there is sparse empirical evidence to support this view. A comparative study of the findings from three previous empirical factor analytic studies into the criteria of managerial effectiveness, carried out in three different types of public sector organizations in the United Kingdom, support the view that “universalistic” as opposed to “contingent” models are more consistent with the facts. A generic model of managerial and leadership effectiveness is presented, and the implications for HRD research and practice are discussed.

In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice

This paper explores the important role of leadership in the innovation process of organizations. It argues that while culture, strategy, technology, and other management tools are important in generating effectiveness in the 21 st century, creativity and innovation are what drive organizational success in many sectors. However, for creativity to take place, leaders must actively implement strategies that encourage it. Therefore, leadership is the catalyst and source of organizational creativity and innovation. In essence, for organizations to be able to achieve constant innovation, leaders must establish an environment conducive to renewal and build organizational culture that encourages creativity and innovation. Organizational creativity also depends on how leaders encourage and manage diversity in the organization, as well as develop an effective leadership structure that sustains the innovation process. The models many organizations have used in the past no longer seem adequate for effectiveness and success in the 21 st -century organizational environment. The situation in their sector has changed from when the environment and processes were stable or slow. 1 In many sectors today, work processes are changing at a much faster pace as organizations face the challenges of rapidly changing technology, globalization, uncertainty, unpredictability, and turbulence. 2 In the past, because of monopoly to technology, market, or brand, they could expect to be successful for a long time despite inability or refusal to innovate. However, due to the volatile environment in these sectors, many such organizations are failing and need creativity and constant innovation to remain competitive and successful. This means that they must recognize and harness the creativity and leadership that exist in the organization to manage its innovation processes. Strategic design, technology, culture, and organizational strategy may not be able to sustain them very long unless organizations also establish a structure that continuously develops creative leaders to run and sustain the process. This strategy will help the organizations establish environments that are conducive to renewal, build organizational culture that encourages innovations, and establish organizational diversity that in turn helps these organizations remain competitive. The Importance of Leaders in the Innovation Process Scholars have shown how organizational structure, strategy, technology, culture, and other management tools help bring effectiveness and competitive advantage to organizations. 3 They also show that in the 21 st -century organizational environment, creativity and innovation are the primary sources of competitive advantage. However, these authors say little about the role of leadership in the innovative process. Creative and effective organizations do not emerge by accident. They require leaders to drive and control deliberate changes in structure, culture, and process in order to transform them into creative, effective, and productive ones. Even though many organizations look for competitive advantage in their structure, strategy, technology, and culture, leadership is the most important source of competitive advantage. Organizational leaders usually decide what happens in the organization and give the direction, vision, and momentum that bring success. Therefore, leaders are the catalyst that create and manage the environment,

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Creativity and Innovation: The Leadership Dynamics

The McGraw-Hill Handbook of Distance Learning

Because If You Don't, No One Will Create a Compelling Future Let the Customer Drive the Organization Involve Every Mind Manage Work Horizontally Build Credibility and Trust The Emotional Labor of Grassroots Leadership Tools: Grassroots Leadership Step by Step Appendices Notes Bibliography References Index About the Authors About AchieveGlobal

Everyone a Leader: A Grassroots Model for the New Workplace

Many changes that have taken place in the work environment during the last 15 years have brought the challenges and opportunities of leadership dawn from the pedestal of formal management to the individual employee. People with no positional authority seem to have leadership challenges presented to them on an almost daily basis. This article summarizes new research on grass‐roots leadership. The study identified 17 leadership competencies as exhibited by a range of people — managers as well as non‐managers — in a wide variety of organizational roles. These competencies were then matched against a previous model of five leadership strategies. The result is a new definition of leadership, which shows that anyone can be a leader, regardless of tide or position.

Introducing a grass‐roots model leadership

This chapter describes an evaluation that examines the process, the success factors, and the initial outcomes of an implementation of leadership training. It compares two different delivery methods: a local, classroom-based training and a blended strategy of asynchronous and synchronous remote, Web-based training. The study uses a longitudinal case-study method that incorporates both quantitative and qualitative analyses. The authors report their qualitative analyses of initial telephone interviews and mid-term in-person interviews. Variables of technical reliability, perceived usefulness of training, learner expectations, individual learning styles, time and workload issues, and management support—all emerged as potentially critical to achieving learning outcomes and on-the-job use of learned skills.

Darlene Russ-Eft

Papers

Everyone a Leader: A Grassroots Model for the New Workplace

Introducing a grass‐roots model leadership

Web-Based Leadership Training: Determining Success Factors and Effectiveness