Showing papers on "Leadership development published in 1984"

Mentoring and Leadership Development in the Officer Corps of the United States Air Force

Abstract: : Mentoring is a relatively long-term relationship between an older and a younger adult where the senior member of the relationship plays a major role in shaping and molding the younger member in his or her professional career. Previous research in the private sector indicated that a majority of the senior executives of major United States corporations had mentors who helped them in their careers. This research surveyed the students at College to determine the prevalence of mentoring among high potential officers in the Air Force and to determine the effects of mentoring on them. This investigation found that approximately half of the respondents had experienced the mentoring phenomenon and that those who had mentors were, on average, slightly better educated than their unmentored counterparts. Mentored officers were also more likely to be promoted ahead of their contemporaries, were more highly satisfied with their career progress, and were more satisfied with their jobs. Significantly, mentoring appears to be an informal leadership development tool which is prevalent to the same degree in every major command. The most important roles played by the mentor, in the eyes of the protege, are those of role model and teacher. On the other hand, a significant percentage of the survey respondents who did not have mentors perceived mentoring as a being primarily a vehicle by which an officer receives a 'free ride' to the top, sponsored and protected by the mentor.

Meeting the Challenges with New Leadership Development Programs.

Abstract: Community colleges are forced to mold and select future leaders from the shaky, on-the-job crucible of politics, pressure groups, internal lineage, and word of mouth This approach will not supply the farsighted, innovative thinking needed for an effective response to tomorrows demands

Building leadership expertise through on‐the‐job experience

Abstract: Leadership development is a process that must continue beyond the experiences provided in graduate education. This chapter examines the role that work experience plays in leader preparation from the perspective of a unique program in the Dallas Community College District.

Leadership and Technological Innovation.

Abstract: Analysis of technological change and its implications for human resource development is an important task for community college administrators. This chapter reviews future changes in technology, their impact on faculty and staff, and the implications of changing technology for leadership development in the decade ahead.

Leadership Development Programs for Minorities: An Evaluation

Abstract: This is a study of four leadership development programs for minorities to determine whether such programs are more effective when operated by a minority-group-controlled agency or a majority-group-controlled agency, when consisting of internships only or internships and an educational component, when operated as an internship and educational program by an educational institution or by a free-standing voluntary association. The most effective program is one that has an educational component and an internship and is offered by a college or university. An unanticipated finding is the significance of a placement service for minorities who complete such programs.