An integrated model and approach for the design of effective leadership development programs
TL;DR: In this paper, the authors put forward an integrated model for leadership development and discussed the key elements that contribute to a successful leadership experience such as changing mindsets, a global focus, personal development and improved business and leadership skills.
Abstract: Leadership has been a major topic in management and business literature over the last few years. The rapid changes in business, technology, political and social factors has required the development of effective leadership skills. As a result leadership development programs have become an increasing priority for business and government organisations. This article puts forward an integrated model for leadership development. The major focus of this model is to develop leadership competencies which directly contribute to the strategic imperatives of the business. In addition, it describes the key elements that contribute to a successful leadership experience such as changing mindsets, a global focus, personal development and improved business and leadership skills. Finally, the most widely used leadership methods and processes are covered under three major themes; contributing to the strategic business direction, building leadership and team skills, and self‐development. The ideas put forward in this paper provide senior managers and human resource professionals with an integrated and comprehensive framework to plan and build a leadership development program in their organisation.
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TL;DR: A leadership-based intervention model designed to modify supervisory monitoring and rewarding of subordinates' safety performance and was accompanied by significant changes in minor-injury rate, earplug use, and safety climate scores during the postintervention period.
Abstract: This article presents a leadership-based intervention model designed to modify supervisory monitoring and rewarding of subordinates' safety performance. Line supervisors received weekly feedback based on repeated episodic interviews with subordinates conceming the cumulative frequency of their safety-oriented interactions. This information identified the priority of safety over competing goals such as speed or schedules. Section managers received the same information and used it to communicate (high) safety priority. They also were trained to conduct episodic interviews to provide intermittent feedback after intervention, tuming safety priority into an explicit performance goal. Safety-oriented interaction increased significantly in the experimental groups but remained unchanged in the control groups. This change in safety-oriented interaction was accompanied by significant (and stable) changes in minor-injury rate, earplug use, and safety climate scores during the postintervention period.
549 citations
TL;DR: In this paper, the authors propose a conceptual model of entrepreneurial learning, and assesses its implications for designing entrepreneurship education and development programs, concluding that there would be benefits from designing development programmes for current and aspirant business owners with a greater emphasis on personal development.
Abstract: Summarises the conclusions from research which explores how people learn to start and grow high performing businesses. Seeks to understand better the ways in which individuals learn to act entrepreneurially and also suggests how this understanding might influence the design of more effective learning experiences. Proposes a conceptual model of entrepreneurial learning, and assesses its implications for designing entrepreneurship education and development programmes. Findings indicate that there would be benefits from designing development programmes for current and aspirant business owners with a greater emphasis on personal development, based upon the entrepreneurial learning model proposed in the article.
409 citations
TL;DR: Three intervention studies designed to modify supervisory monitoring and rewarding of subordinates' safety performance suggest the inclusion of workers' safety behavior as in-role supervisory responsibility.
403 citations
Cites background from "An integrated model and approach fo..."
...As noted by Cacioppe (1998), leadership development programs should include multiple training methodologies....
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TL;DR: This paper found that all stakeholders identify clear connections between international experience and employability given outcomes associated with the forging of networks, opportunities for experiential learning, language acquisition and the development of soft skills related to cultural understandings, personal characteristics and ways of thinking.
Abstract: This paper reports the findings of an Australian qualitative study (N = 45) concerned with the way that employers, academics and students perceived connections between international experience and graduate employability. Drawing on the literature, the authors argue that increasing globalisation and internationalisation has heightened the need for graduates with the ability to operate in culturally diverse contexts. Universities have focussed upon exchange as part of internationalisation to prepare students for work but there is still limited literature on the nature of the relationship between international experience, more broadly and graduate employability. The findings suggest that all stakeholders identify clear connections between international experience and employability given outcomes associated with the forging of networks, opportunities for experiential learning, language acquisition and the development of soft skills related to cultural understandings, personal characteristics and ways of thinking.
369 citations
Cites background from "An integrated model and approach fo..."
...…vital given that expertise in this area impacts upon problem solving, decision making, innovation, negotiation, conflict resolution and financial performance (Cacioppe 1998, p. 44; De Anca and Vázquez 2007, p. 6; Dubrin et al. 2006, p. 428; Rossen et al. 2000, p. 25; Tung and Thomas 2003, p. 116)....
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01 Mar 2004
TL;DR: A review of recent trends in the leadership development field can be found in this article, where a growing recognition that leadership development involves more than just developing individual leaders has led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues.
Abstract: T his article reviews notable trends in the leadership development field. In the past two decades, such trends included the proliferation of new leadership development methods and a growing recognition of the importance of a leader's emotional resonance with others. A growing recognition that leadership development involves more than just developing individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technology , return on investment (ROI), and new ways of thinking about the nature of leadership and leadership development.
312 citations
Cites background from "An integrated model and approach fo..."
...Leadership development is rapidly moving to include substantial components involving international markets, world economic trends, and focus on particular regions such as the Asia Pacific rim (Cacioppe, 1998)....
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References
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TL;DR: Senge's Fifth Discipline is a set of principles for building a "learning organization" as discussed by the authors, where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nutured, where collective aspiration is set free, and where people are contually learning together.
Abstract: Peter Senge, founder and director of the Society for Organisational Learning and senior lecturer at MIT, has found the means of creating a 'learning organisation'. In The Fifth Discipline, he draws the blueprints for an organisation where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nutured, where collective aspiration is set free, and where people are contually learning together. The Fifth Discipline fuses these features together into a coherent body of theory and practice, making the whole of an organisation more effective than the sum of its parts. Mastering the disciplines will: *Reignite the spark of learning, driven by people focused on what truly matters to them. *Bridge teamwork into macro-creativity. *Free you from confining assumptions and mind-sets. *Teach you to see the forest and the trees. *End the struggle between work and family time. The Fifth Discipline is a remarkable book that draws on science, spiritual values, psychology, the cutting edge of management thought and Senge's work with leading companies which employ Fifth Discipline methods. Reading it provides a searching personal experience and a dramatic professional shift of mind. This edition contains more than 100 pages of new material about how companies are actually using and benefiting from Fifth Discipline practices, as well as a new foreword from Peter Senge about his work with the Fifth Discipline over the last 15 years.
16,386 citations
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TL;DR: Measuring Business Excellence revisits this now landmark work to review its continuing relevance to the aspirant learning organization as discussed by the authors, focusing on the cultural and structural issues they need to confront in order to acquire the flexibility and responsiveness to learn.
Abstract: Learning is now widely accepted as the currency of survival in an era of constant change. Many businesses, however, are struggling to learn how to learn. The cultural and structural issues they need to confront in order to acquire the flexibility and responsiveness to learn were articulated in 1990 in The Fifth Discipline by Peter M Senge of Massachusetts Institute of Technology. Measuring Business Excellence revisits this now landmark work to review its continuing relevance to the aspirant learning organization.
7,301 citations
Book•
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TL;DR: Learning organizations are possible because at heart we all love to learn as discussed by the authors, they are intrinsically inquisitive, masterful learners, and they are able to re-create ourselves and are capable of doing something we were never able to do earlier.
Abstract: Introduction The organizations that will truly excel in the future will be those that discover how to tap people’s commitment and develop the capacity to learn at all levels in an organization. Deep down, people are learners. No one has to teach an infant to learn. In fact, no one has to teach infants anything. They are intrinsically inquisitive, masterful learners. Learning organizations are possible because at heart we all love to learn. Through learning we re-create ourselves and are able to do something we were never able to do earlier. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning. This seminal book by Peter M Senge explains how learning organizations can be built.
6,088 citations
"An integrated model and approach fo..." refers background in this paper
...Learning organisation simulations The concept of the “learning organisation” (Senge, 1990) has been used by a number of companies in leadership development programs....
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Book•
01 Jan 1990
TL;DR: In this paper, the authors focus on the human factors which bring change in a changing competitive marketplace and identify the specific personal attributes of these leaders and illustrate the practices that create outstanding leadership.
Abstract: Strong managers produce predictability and order, but leaders create, communicate and implement visions of the future which enable companies to change themselves in a changing competitive marketplace. Building upon his landmark analysis of the job of the general manager and his influential work on leadership, power and influence, John Kotter now focuses on the human factors which bring change. Using case studies from 11 top corporations, Kotter unfolds the stories behind the great successes of leaders who propelled their companies beyond expectations. Through example after example, Kotter identifies the specific personal attributes of these leaders and illustrates the practices that create outstanding leadership.
1,806 citations
TL;DR: The Leader as Social Architect I: Making Bureaucracy Behave as discussed by the authors : Motivating people to change the way they behave. The Leader as social Architect II: Motivating People.
Abstract: The Themes, The Protagonists, The Transformational Drama. RECOGNIZING THE NEED FOR REVITALIZATION. The Gathering Storm. Overcoming the Resistance to Change. CREATING A NEW VISION. Diagnosing the Problem. Creating a Motivating Vision. Mobilizing Commitment: Getting People Signed on to the Mission. INSTITUTIONALIZING CHANGE. Creative Destruction: Reweaving the Social Fabric. The Leader as Social Architect I: Making Bureaucracy Behave. The Leader as Social Architect II: Motivating People. EPILOGUE. History Repeats Itself. Notes. References. Index.
1,421 citations