Leadership development:: A review in context
TL;DR: A recent review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development as mentioned in this paper.
Abstract: Interest in leadership development is strong, especially among practitioners Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development ( conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work ( practice context); and (3) summarizing previous research that has implications for leadership development ( research context) The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations
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TL;DR: Authentic Leadership Development (ALD) as mentioned in this paper is an emerging field of research in the field of leadership development, with a focus on transforming, charismatic, servant, and spiritual leadership perspectives.
Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.
3,866 citations
Cites background from "Leadership development:: A review i..."
...Because all leadership interactions occur in a dynamic, emerging context, it is important for researchers to incorporate the context into their predictions of leadership development and effectiveness (Avolio, 2005; Day, 2000; House & Aditya, 1997; London, 2002)....
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...It can include having a basic and fundamental awareness of one’s knowledge, experience, and capabilities (Day, 2000; George, 2003; London, 2002)....
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...…to development and change) and thus can play a crucial role in developing individuals, teams, organizations, and communities to flourish and prosper (e.g., see Luthans, 2002a, 2002b; Luthans & Avolio, 2003; Seligman, 2002; Seligman & Csikszentmihalyi, 2000; Snyder, 2000; Snyder & Lopez, 2002)....
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...For instance, Avolio, Gardner et al. (2004), Avolio, Luthans et al. (2004), Gardner et al. (2005), and Ilies et al. (2005) each describe personal and social identification processes whereby followers come to identify with authentic leaders and their values....
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TL;DR: In this paper, the authors developed a psychometrically sound and practically short EI measure that can be used in leadership and management studies, and provided exploratory evidence for the effects of the EI of both leaders and followers on job outcomes.
Abstract: Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.
2,787 citations
TL;DR: Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance.
Abstract: How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.
2,727 citations
Cites background or result from "Leadership development:: A review i..."
...Reviews of the training literature consistently conclude that there is a scarcity of meaningful research on how the best leadership can be identified and then developed (e.g., Day, 2000; Yukl, 1999)....
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...Leader development has the primary goal of enhancing an individual’s capacity and potential (Day, 2000), such as self-awareness, self-regulation, and self-motivation....
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...Indeed, transactional leadership may have been as predictive of performance as transformational leadership, given the short duration of the performance tasks used here, which is consistent with results presented by Geyer and Steyrer (1998). Geyer and Steyrer reported that transactional leadership predicted the short-term financial performance of bank branches, whereas transformational leadership exhibited stronger predictions over a longer period of time....
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TL;DR: In this paper, the authors provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance, drawing from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes by which authentic leaders exert their influence on followers' attitudes and behaviors.
Abstract: The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005) , the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes by which authentic leaders exert their influence on followers' attitudes and behaviors. Research propositions based on the proposed theoretical model and implications for future theory building and research are presented.
1,903 citations
TL;DR: In this paper, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance, and positive modeling is viewed as a primary means whereby leaders develop authentic followers.
Abstract: To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.
1,813 citations
Cites background from "Leadership development:: A review i..."
...All leader and follower development occurs in a dynamically and emerging context (Day, 2000)....
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References
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TL;DR: In this paper, it is argued that the degree of overlap of two individuals' friendship networks varies directly with the strength of their tie to one another, and the impact of this principle on diffusion of influence and information, mobility opportunity, and community organization is explored.
Abstract: Analysis of social networks is suggested as a tool for linking micro and macro levels of sociological theory. The procedure is illustrated by elaboration of the macro implications of one aspect of small-scale interaction: the strength of dyadic ties. It is argued that the degree of overlap of two individuals' friendship networks varies directly with the strength of their tie to one another. The impact of this principle on diffusion of influence and information, mobility opportunity, and community organization is explored. Stress is laid on the cohesive power of weak ties. Most network models deal, implicitly, with strong ties, thus confining their applicability to small, well-defined groups. Emphasis on weak ties lends itself to discussion of relations between groups and to analysis of segments of social structure not easily defined in terms of primary groups.
37,560 citations
TL;DR: In this paper, the concept of social capital is introduced and illustrated, its forms are described, the social structural conditions under which it arises are examined, and it is used in an analys...
Abstract: In this paper, the concept of social capital is introduced and illustrated, its forms are described, the social structural conditions under which it arises are examined, and it is used in an analys...
31,693 citations
"Leadership development:: A review i..." refers background in this paper
...These acquired capabilities enable people to think and act in new ways (Coleman, 1988)....
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...Despite the importance of social networks in this approach—and the typical structural approach to social networks analyses— social capital is defined more by its function than by its structure (Coleman, 1988; Whitener, 2000)....
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Book•
01 Jan 1998
TL;DR: Identity in practice, modes of belonging, participation and non-participation, and learning communities: a guide to understanding identity in practice.
Abstract: This book presents a theory of learning that starts with the assumption that engagement in social practice is the fundamental process by which we get to know what we know and by which we become who we are. The primary unit of analysis of this process is neither the individual nor social institutions, but the informal 'communities of practice' that people form as they pursue shared enterprises over time. To give a social account of learning, the theory explores in a systematic way the intersection of issues of community, social practice, meaning, and identity. The result is a broad framework for thinking about learning as a process of social participation. This ambitious but thoroughly accessible framework has relevance for the practitioner as well as the theoretician, presented with all the breadth, depth, and rigor necessary to address such a complex and yet profoundly human topic.
30,397 citations
"Leadership development:: A review i..." refers background in this paper
...Leadership development from this perspective consists of using social (i.e., relational) systems to help build commitments among members of a community of practice (Wenger, 1998)....
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..., relational) systems to help build commitments among members of a community of practice (Wenger, 1998)....
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01 Jan 2011
TL;DR: The notion of capital is a force inscribed in objective or subjective structures, but it is also a lex insita, the principle underlying the immanent regularities of the social world as mentioned in this paper, which is what makes the games of society, not least the economic game, something other than simple simple games of chance offering at every moment the possibility of a miracle.
Abstract: The social world is accumulated history, and if it is not to be reduced to a discontinuous series of instantaneous mechanical equilibria between agents who are treated as interchangeable particles, one must reintroduce into it the notion of capital and with it, accumulation and all its effects. Capital is accumulated labor (in its materialized form or its ‘incorporated,’ embodied form) which, when appropriated on a private, i.e., exclusive, basis by agents or groups of agents, enables them to appropriate social energy in the form of reified or living labor. It is a vis insita, a force inscribed in objective or subjective structures, but it is also a lex insita, the principle underlying the immanent regularities of the social world. It is what makes the games of society – not least, the economic game – something other than simple games of chance offering at every moment the possibility of a miracle. Roulette, which holds out the opportunity of winning a lot of money in a short space of time, and therefore of changing one’s social status quasi-instantaneously, and in which the winning of the previous spin of the wheel can be staked and lost at every new spin, gives a fairly accurate image of this imaginary universe of perfect competition or perfect equality of opportunity, a world without inertia, without accumulation, without heredity or acquired properties, in which every moment is perfectly independent of the previous one, every soldier has a marshal’s baton in his knapsack, and every prize can be attained, instantaneously, by everyone, so that at each moment anyone can become anything. Capital, which, in its objectified or embodied forms, takes time to accumulate and which, as a potential capacity to produce profits and to reproduce itself in identical or expanded form, contains a tendency to persist in its being, is a force inscribed in the objectivity of things so that everything is not equally possible or impossible. And the structure of the distribution of the different types and subtypes of capital at a given moment in time represents the immanent structure of the social world, i.e. , the set of constraints, inscribed in the very reality of that world, which govern its functioning in a durable way, determining the chances of success for practices.
21,046 citations
"Leadership development:: A review i..." refers background in this paper
...That is, social capital is based on relationships, which are created through interpersonal exchange (Bourdieu, 1986)....
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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