Journal ArticleDOI
How to build social capital with leadership development: Lessons from an explorative case study of a multibusiness firm
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In this paper, the authors explored how leadership development practices may contribute to social capital development in a large multi-branched company and found that social capital differs regarding its intensity and develops through stages characterized by contact, assimilation, and identification experiences.Abstract:
The organizational impact of leadership development practices is still not fully understood. Research confirms that in some cases effects can be found and in others not. Most of these attempts search for contribution to a company's human capital. A contribution to social capital development remains an unexplored source of variance in understanding how leadership development impacts organizational performance. This paper therefore explores—from a strategic management perspective—how leadership development practices may contribute to social capital development. We chose the strategic context of a large multibusiness firm in which social capital across business units play an important role for competitive advantage. The exploratory case study reveals that: 1) Social capital differs regarding its intensity and develops through stages characterized by contact, assimilation, and identification experiences. 2) Leadership development practices differ in their potential contribution to social capital development stages and should therefore be designed accordingly.read more
Citations
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Advances in leader and leadership development: A review of 25 years of research and theory
TL;DR: The development of effective leaders and leadership behavior is a prominent concern in organizations of all types as discussed by the authors, and the theoretical and empirical literature on leader and leadership development published over the past 25 years, primarily focusing on research published in The Leadership Quarterly.
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Gender disparity in the C-suite: Do male and female CEOs differ in how they reached the top?
TL;DR: In this paper, a comparison of the life and career trajectories of thirty male and thirty female CEOs of large organizations is presented, which offers insights into the genesis of gender disparity in corporate leadership positions, discusses the implications for leadership development, and puts forward a model explaining the disparity in CEO roles.
Journal ArticleDOI
Qualitative and historiometric methods in leadership research: A review of the first 25 years of The Leadership Quarterly
TL;DR: In the spirit of the 25th anniversary edition of The Leadership Quarterly, as the world's premier outlet for leadership research, this article reviewed qualitative and historiometric research across those 25 years.
Journal ArticleDOI
Social capital to facilitate ‘engineered’ university–industry collaboration for technology transfer: A dynamic perspective
Omar Al-Tabbaa,Samuel Ankrah +1 more
TL;DR: In this article, the authors analyzed the dynamics of social capital dimensions during the preformation and postformation stages of UIC and identified two facilitating factors as critical in creating and maintaining social capital in engineered UIC.
Journal ArticleDOI
Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital
TL;DR: In this paper, the authors proposed and tested a model examining the influence of two LDP bundles on organizational performance, with human capital and social capital as mediators, and found that differentiation LDPs were positively associated with human resources, while integration lDPs positively influenced social resources.
References
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