Risks of Results Oriented Leadership: A Perspective in Need of a Re-evaluation
01 Sep 2017-Vol. 10, Iss: 4, pp 104-110
TL;DR: In this article, Kamal K Jain, who is currently professor in the area of OB & HR and dean at IIM Indore is described as a "professor of strategic management/HR with University Tun Abdul Razak (UNITAR), Malaysia".
Abstract: NHRD Network Journal October 2017 | 12 Dr Kamal K Jain is currently professor in the Area of OB & HR and Dean (Academic) at IIM Indore. He joined IIM Indore in September 2007. Prior to joining IIM Indore, he worked as Professor of Strategic Management/HR with University Tun Abdul Razak (UNITAR), Malaysia. Besides teaching at IIM Indore, he has taught at National Institute of Financial Management Faridabad, IIM Ranchi, Helsinki School of Business Finland, and several other places.
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01 Apr 2015
Abstract: An inspiring role model, Dr. Pritam Singh has spent his entire life tirelessly doing what he does best: awakening students, academia, corporate heads and policy makers to raise their excellence to the next level. As the chairman and member of several policy-making committees and bodies of Government of India, he has stamped his perspective on policy issues that surround both management education and corporate management in India. He sits currently on the Board of ten reputed private and public sector organisations helping them initiate the change process and charter a winning corporate strategy. As a consultant, Dr Pritam Singh has done work with more than 200 CEOs in India and abroad and conducted more than 100 retreats for the top management of both private and public sector organisations as well as multi-national corporations. He has had the distinction of organising and directing the first retreat of the Central Ministers as part of Late Shri Rajiv Gandhi’s initiative to develop Ministers as Transformational Leaders and Change masters.
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TL;DR: The balanced scorecard as discussed by the authors shows four different perspectives in which to choose measures that can redefine a company's processes measurement system so short term and long term objectives are in balance with each other.
Abstract: In this article Robert S. Kaplan and David P. Norton report on the Balance Scorecard. Before the Balanced Scorecard companies have used various measurement systems that have made incremental improvements and concentrated mostly on the company's financials. The Balanced Scorecard shows you four different perspectives in which to choose measures that can redefine a company's processes measurement system so short term and long term objectives are in balance with each other. When using the Balanced Scorecard a company is no longer needs to worry about small incremental improvements, but a new processes measurement system that will allow a company to get where it wants to go.
2,476 citations
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
2,049 citations
"Risks of Results Oriented Leadershi..." refers background in this paper
...The literature (Day, 2000; Day & Harrison, 2007) suggests inclusion of some more approaches within the program, which although generic, are complementary to the remedies proposed in this paper....
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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.
Abstract: The development of effective leaders and leadership behavior is a prominent concern in organizations of all types. We review 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 . Compared to the relatively long history of leadership research and theory, the systematic study of leadership development (broadly defined to also include leader development) has a moderately short history. We examine intrapersonal and interpersonal issues related to the phenomena that develop during the pursuit of effective leadership, describe how development emerges with an emphasis on multi-source or 360-degree feedback processes, review longitudinal studies of leadership development, and investigate methodological and analytical issues in leader and leadership development research. Future research directions to motivate and guide the study of leader and leadership development are also discussed.
836 citations
TL;DR: The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership.
Abstract: Leadership depends on the situation. Few social scientists would dispute the validity of this statement. But the statement can be interpreted in many different ways, depending, at least in part, on what one means by leadership. This article begins with a definition of leadership and a brief description of 3 historically important theories of leadership. The most recent of these, contingency theories, is argued to be most consistent with existing evidence and most relevant to professional practice. The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership.
664 citations
"Risks of Results Oriented Leadershi..." refers background in this paper
...Second, study of leadership as a function of situations in the environment and the consequent dynamicity of style within the individual corresponding to changing environments (Vroom & Jago, 2007)....
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TL;DR: In this article, a frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system, in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels.
461 citations
"Risks of Results Oriented Leadershi..." refers background in this paper
...The literature (Day, 2000; Day & Harrison, 2007) suggests inclusion of some more approaches within the program, which although generic, are complementary to the remedies proposed in this paper....
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