About: Leadership development is a(n) research topic. Over the lifetime, 8391 publication(s) have been published within this topic receiving 141935 citation(s). The topic is also known as: leadership training.
Papers published on a yearly basis
Abstract: Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
Abstract: This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important work-related attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.
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
03 May 2009
Abstract: Armstrong's Handbook of Human Resource Management Practice is the bestselling, definitive text for all HRM students and professionals. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it contains in-depth coverage of all the key areas essential to the HR function such as employment law, employee relations, learning and development, performance and reward. Accessible and to the point as ever, this fully updated 14th edition includes emerging theory and practice, embracing the most current thinking on engagement, talent management and leadership development. With updated case studies and references to academic journals, professional magazines and recent research and surveys, it also includes coverage of new approaches to topics such as job evaluation and pay structures. Armstrong's Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) professional map and standards, with the sections meeting CIPD learning outcomes now even clearer than before. Comprehensive online support material for instructors, students and HR managers are included. Resources for students and professionals include multiple-choice-questions, flash cards, case studies, further reading and a glossary of HRM terms. The lecturers' manual contains session notes, discussion questions, a literature review and a complete set of PowerPoint slides.
01 Jan 1999
Abstract: Building a Leadership Relationship Developing a Compact of Understanding Many Sides and Levels to Leadership Processes A "Full Range" View of Leadership Development and Potential Are Leaders Born Versus Made? Well, Yes Viewing Leadership at Its Many Levels If We Really Need to Do It, Then What Is Shared Leadership? Building the Context to Embed a Transformational Leadership System Four Principles at the Base of the Full Range Model - Which Rose to the Top Over and Over Again Its Not Leadership If It Affects Performance - Directly Several Strange Places to Learn About Full Leadership Development This Is the Last Chapter! The End/The Beginning