Showing papers on "Leadership development published in 1999"

Full leadership development : building the vital forces in organizations

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

Building Leaders : How Successful Companies Develop the Next Generation

Abstract: Preface The Authors The New Imperative: Building Effective Leaders Throughout the Company OUT OF THE CLASSROOM, INTO THE TRENCHES: EVALUATING APPROACHES TO CORPORATE LEADRERSHIP DEVELOPMENT Developing the Individual Leader How National Australia Bank Develops Leaders Socializing Company Vision and Values How Federal Express and PepsiCo Socialize Vision and Values Strategic Leadership Initiatives Ernst Young's Leadership 2000 Strategic Leadership Initiative THE FUTURE IS NOW: BUILDING TWENTY-FIRST CENTURY LEADERS Action Learning: The New Paradigm for Leadership Development What Matters: Competencies for the New Century References Index.

A Longitudinal Study of the Leadership Development Process: Individual Differences Predicting Leader Effectiveness

Abstract: This study tracked the leadership development of236 male cadets from matriculation through graduation ata military college. Cognitive ability, physical fitness,prior influence experiences, and self-esteem measured in Year 1 were relevant to predictingthose who assumed formal leadership positions in Year 4.Physical fitness and prior influence experiencesmeasured when cadets entered the college predicted leader effectiveness rated in their fourthyear. Stress tolerance and moral reasoning levels didnot predict leader emergence or effectiveness, thoughthe set of individual difference measures significantly predicted emergence and effectiveness. Physicalfitness levels and moral reasoning increased over timefor all cadets, though surprisingly, levels ofself-esteem and stress tolerance did not increase over time. Overall the study demonstrated thatleadership effectiveness and emergence could bepredicted from early measures of individualdifferences.

The Effect of Gender Role, Attitude toward Leadership, and Self-Confidence on Leader Emergence: Implications for Leadership Development. [and] Invited Reaction: Gender, Social Roles, and the Emergence of Leaders.

Abstract: Although research has indicated no substantial differences between the behaviors of male and female leaders, differences exist in perceptions of these behaviors. Leadership continues to be described in stereotypically masculine terms, although some evidence exists that an androgynous leadership style also may be related to perceptions of leadership. This study examined whether self-perceptions of masculine gender role characteristics would predict individuals who were perceived by others as leaders on a team project and if other self-report measures might be used instead to predict leadership. Results indicate that both attitude toward leadership and leadership experience were stronger predictors of leader emergence than masculine gender role.

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

Abstract: Although research has indicated no substantial differences between the behaviors of male and female leaders, differences exist in perceptions of these behaviors. Leadership continues to be described in stereotypically masculine terms, although some evidence exists that an androgynous leadership style also may be related to perceptions of leadership. This study examined whether self-perceptions of masculine gender role characteristics would predict individuals who were perceived by others as leaders on a team project and if other self-report measures might be used instead to predict leadership. Results indicate that both attitude toward leadership and leadership experience were stronger predictors of leader emergence than masculine gender role.

Leadership in the Making: A Comprehensive Examination of the Impact of Leadership Development Programs on Students

Abstract: Executive Summary This paper describes "action research" strategies that were employed to assess the process and outcomes of leadership development programs for college students. These methodologie...

Character Education: An Essential Ingredient for Youth Leadership Development.

Abstract: Character education in schools involves formal instruction in honesty, trust, cooperation, respect, responsibility, hope, determination, and loyalty; it also lays the foundation for positive leadership development. The values mentioned are important to leaders regardless of their race, religion, economic status, or other defining characteristics, to promote a livable and workable society. For adolescents, positive leadership behavior is character education in action.

Evolving practices in human resource management : responses to a changing world of work

Abstract: CHANGES IN THE WORLD OF WORK: SIGNS AND ROOT CAUSES. The "DELTA Forces" Causing Change in Human Resource Management. Motivation, Commitment, and the "New Contracts" Between Employers and Employees. SPECIFIC PRACTICE AREAS: PAST, PRESENT, AND FUTURE. Is Job Analysis Dead, Misunderstood, or Both? New Forms of Work Analysis and Design. Recruitment and Selection: Benchmarking at the Millenium. Our Past, Present, and Future in Teams: The Role of Human Resource Professionals in Managing Team Performance. Performance Management: The Real Glue in Organizations. Personal and Career Development: The Best and Worst of Times. Leadership Development: Contemporary Practices. Building Room at the Top: Selecting Senior Executives Who Can Lead and Succeed in the New World of Work. Worker Participation: Current Promise, Future Prospects. Diversity: Lessons from Global Human Resource Practices. HELPING ORGANIZATIONS CHANGE: COPING WITH DOWNSIZING, MERGERS, REENGINEERING, AND REORGANIZATIONS. Organization Surveys: Coming of Age for a New Era. Is the Sky Really Falling? A View of the Future.

The Leadership Audit: A Process to Enhance the Development of Student Leadership

Abstract: A leadership audit is a systematic, comprehensive, and objective process to identify all of the experiences by which students may develop leadership abilities. The results of this process create organizational awareness about leadership opportunities, form the basis for evaluation and planning, and provide data to determine the impact of new programs. Typically conducted by an auditor working with a steering committee, the leadership audit achieves its purpose through a variety of data collection techniques, including interviews, questionnaires, and content analysis. If the campus community is well informed about and involved in the leadership audit, the process has significant potential to enhance student leadership development.

Leadership development and self‐development: an empirical study

Abstract: This paper explores, theoretically and empirically, some relationships between self‐development and leadership development. A theory about consciousness and leadership practices will be presented drawing from both modern science and the oldest texts on consciousness, the Vedas. Empirically, in a small, preliminary eight‐month pretest‐posttest control group study in one company, 24 subjects who learned a standard self‐development technique, Maharishi’s Transcendental Meditation, grew more in their expression of leadership behaviors, measured by the Leadership Practices Inventory, and expressed in individual and group interviews (0.05 and 0.01 significance).

Challenges in developing physician leadership and management.

Abstract: Many of the issues confronting healthcare organizations require physician involvement and understanding, and the physician executive is a tool to achieving physician participation. Physician leaders can become the mediators between physicians and organizational management, minimizing miscommunication and maximizing agreement and understanding. Yet few doctors seem willing to stand up and speak positively for the plans and proposals that will move the institution forward, and healthcare executives are often frustrated by physician leadership that fails to articulate and implement the vision and objectives of the organization. Understanding physician leadership and exploring the challenges in managing and leading physicians require an understanding of the physician mindset--a completely different mindset than that of the typical healthcare executive. Beginning with a discussion of the unique situation faced by physicians in leadership positions, this article attempts to define the obstacles faced by both the physician and the executive in developing the role of physician executive. After reviewing the opportunities open to physician executives for improving leadership ability, the author presents the essential characteristics and core skills for effective leadership. The second half of the article suggests ways in which an organization can reemphasize physician leadership development within an organization from selection of potential candidates to creating training and networking opportunities and offering appropriate incentives.

Senior Australian law enforcement leadership under examination

Abstract: This study compares leadership behaviors of senior Australian police officers with leadership norms established by Bass and Avolio (1990). A sample of 480 senior officers recorded the frequency of transformational leadership, transactional leadership, and non‐leadership behaviors of their leaders, using the multifactor leadership questionnaire. The leadership outcomes of extra effort, effectiveness, and satisfaction were also recorded. Comparisons of leadership behavior mean scores identified that leaders of senior Australian law enforcement officers used significantly less transformational leadership in comparison with the norm. The transactional leadership behavior of management‐by‐exception was the most frequently observed and was used significantly more than the norm. Management‐by‐exception represents leadership behavior that occurs only when the status quo has been broken. As a type of transactional leadership, management‐by‐exception relies on motivating followers by highlighting follower self‐interest, rather than developing followers. Implications for law enforcement organizations and leadership development are discussed.

To Fill, or How to Fill—That is the Question Succession Planning and Leadership Development in Academic Libraries

Abstract: Succession planning and leadership development is discussed as a part of human resource management planning in academic libraries. In times of rapid change, libraries rely more than ever before on ...

Snowbird Leadership Institute: Leadership Development in the Profession

Abstract: What is the impact of participation in leadership development programs in terms of career progression and involvement in leadership activities? To address this issue, individuals who had participated in the Snowbird Leadership Institute from its inception in 1990 to 1998 were surveyed regarding their career progression since their participation, their involvement in leadership activities, and their perceptions of the experience’s impact on their careers. Although it is difficult to identify a direct relationship between participation in the Snowbird Leadership Institute and career progression and greater participation in leadership activities, the respondents did report an increased level of leadership activity. In addition, their perceptions of the institute’s value with regard to their careers were largely positive and indicated that many of their career paths would have been different had they not had the Snowbird experience.

Preparing department chairs for their leadership roles

Abstract: Midlevel managers in the community college often find themselves unprepared for the responsibilities of their complex position This volume of "New Directions for Community Colleges" presents the qualities that experienced department chairs cite as being crucial to success and makes a persuasive argument for the need to develop formal training programs for people newly appointed to these positions The authors discuss leadership theories that can inform and inspire the practice of community college chairs, and they offer a variety of effective leadership development programs designed specifically to meet the unique training needs of midlevel managers in the community college This is the 105th issue of the Jossey-Bass series "New Directions for Community Colleges"

Exposing and exploring state-wide community leadership training programs

Abstract: According to the National Association for Community Leadership, there are 650 to 750 community leadership programs in the United States. Furthermore, these leadership programs are growing from the efforts of smaller towns and cities rather than from the state-wide or national levels. Therefore, this study's purpose was: (a) to examine current literature regarding leadership development and training programs and (b) to review state-wide community leadership training program literature. This paper includes the elements of an ideal community leadership training programs while also providing the means for practitioners to educate themselves and to develop assessment tools for similar leadership education activities.

Tacit Knowledge in the Workplace

Abstract: : This is the final product of a six year effort to define, assess and measure tacit knowledge for leadership among U.S. Army officers. Tacit knowledge is defined as knowledge grounded in experience, intimately related to action, and not well supported by formal training and doctrine. Tacit knowledge for leadership was researched at three different levels of command and developed into assessment inventories for each level. The assessment inventories have been construct validated and proven to predict certain leadership effectiveness ratings at each level and to do so better than measures of verbal reasoning ability, tacit knowledge for business managers, or experience. The report describes the constructs of "practical intelligence" and "tacit knowledge", other research related to them, the general methods used in assessing tacit knowledge, and the development of the Tacit Knowledge for Military Leaders inventories. There is also a chapter on the practical implications for leadership development and training. An expanded version of this report will appear as a commercially available book entitled, Practical Intelligence in Everyday Life by the same authors.

Leadership Development and Organizing: For What Kind of Union?:

Abstract: This essay examines the circumstances that have elevated rebuilding the labor movement to the highest priority and yet most difficult chal lenge confronting organized labor today. It is the basis on which "orga nizing the unorganized" has become the clarion call of the New Voice reform team that assumed leadership of the AFL-CIO in 1995. But orga nizing for what kind of union? The author describes the attributes of three organizational archetypes: the service model or business union, the mo bilization or activist model union, and the participatory or social move ment union. Obviously, few existing unions fit neatly into or can be accurately described by a single construct, but as prototypes they offer a framework for analyzing unions and to distinguish the strategies associ ated with and the forms, role, and development of leadership within each type. It is this latter point—the nature of leadership, its relationship to the form of union, and how it can be developed in the process of rebuilding the labor ...

Leadership development in early childhood education

Abstract: (1999). LEADERSHIP DEVELOPMENT IN EARLY CHILDHOOD EDUCATION. Journal of Early Childhood Teacher Education: Vol. 20, No. 2, pp. 215-219.

Leadership for educational renewal : developing a cadre of leaders

Abstract: Introduction (J Goodlad) BACKGROUND AND MISSION Agenda for Education in a Democracy (G Fenstermacher) Developing Leadership for Educational Renewal (W Smith) ADVANCING THE AGENDA: THE CORE CURRICULUM "To Ourselves and Our Posterity": Enculturating the Young into a Democracy (R Soder) On Knowledge and Its Place in the Human Conversation (G Fenstermacher) Access to Knowledge (M Bailey) Voicing Democracy in an Imperfect World: Toward a Public Pedagogy of Nurture (D Kerr) Serving as Moral Stewards of the Schools (W Smith) DEVELOPING LEADERSHIP: CASE STUDIES The Hawaii School University Partnership (A Port) The Metropolitan St Louis Consortium for Educational Renewal (K Rasch) The Nebraska Network for Educational Renewal (M Hadley & J Surface) Montclair University and the New Jersey Network for Educational Renewal (T Jacobowitz & N Michelli) The South Carolina Summer Institute of Leaders (B Gottesman) The Utah Associates Program for Leaders (R Patterson & K Hughes) LESSONS IN LEADERSHIP DEVELOPMENT What Changed over Time and Why (W Smith) The Impact of the Leadership Program (W Smith)

Perceptions of leadership competence between interns and mentors in a cooperative nurse internship.

Abstract: The ongoing nature of leadership development and a marketplace that requires strong clinical competence call for programs that enhance leadership and clinical skills for new nurses. The author describes an internship designed and implemented by baccalaureate and associate degree faculty and nurse administrators at a local community hospital. Ten new graduates, employed full time, were mentored by nurse managers and taught leadership and clinical skills by nursing faculty during the one-year program. Perceptions of leadership competence between interns and mentors improved in the six categories measured.

A new paradigm for leadership development: simple guideline questions that serve as reminders of issues to consider in every decision

Abstract: It is not widely understood how much society, even the world, loses because managers are not sufficiently competent. Part of the reason for the problem is that managers are not adequately aware of the importance, the implications, and the scope, of the “leadership” issues that should enter their decisions. This paper briefly presents three basic guideline questions for this leadership component, which should be considered in every decision, together with the technical/functional component. The three guideline questions, with great depth of meaning, serve as reminders of all the issues to consider. They can be applied by managers immediately, to improve decisions, based on their own experience. Because such application raises questions about what else might be useful to think about, the basic guidelines motivate to further learning.

Leadership in the NHS: what are the competencies and qualities needed and how can they be developed?

Abstract: Several commentators have documented the organisational reforms that the NHS has passed through since its inception in 1948. Each has supposedly been introduced to enable the NHS to meet the increasing demands to become more efficient and effective in delivering health care (for example, Harrison et al., 1992; Paton, 1996; Stewart, 1996). In line with these demands, academics and practitioners in the field of management development have responded enthusiastically and suggested various interventions aimed at supporting the service with techniques and processes for developing managers’ skills and other capabilities to enable them to cope with the ever-increasing complexity of the environment in which they operate.

Strategic human resource management at Praxair

Abstract: This article describes the human resource management system in place at Praxair. Key emphases of Praxair's HRM infrastructure include (1) competency development and performance-management processes and (2) team-based performance systems, which include four levels of measurement: company-wide, business-unit, cross-functional teams within business units, and special-initiative project teams. Key challenges for the future include (1) prioritization of choices in support of the firm's global growth initiatives, (2) employee development and new talent acquisition, (3) designing more effective methods to anticipate business needs and provide strong, proactive leadership, (4) accelerating leadership development and influencing adequate investment in education and development programs, and (5) designing and implementing effective methods to acquire new talent to support business strategies. © 1999 John Wiley & Sons, Inc.

Learning Laboratories for Renewed Community Leadership: Rationale, Programs, and Challenges

Abstract: In the first issue of this journal in 1993 Joseph Rost declared that leadership development programs offered in the past require new concepts of leadership and new educational methods to develop leaders and collaborators for the 21 st century. This article presents: 1) a rationale for collaborative, shared leadership that fosters community renewal 2) an introduction to situated and action-leaming concepts to guide leadership develop program design 3) an analysis of three leadership development programs that sought to build renewed community or organizational leadership and 4) a discussion of implications for future leadership education.

National devolution in Swedish higher education‐a quest for new local leadership. The case of leadership development at Göteborg University

Abstract: In 1993 a new national form for governance was introduced in Swedish higher education. The new regime, best described in terms of deregulation and decentralisation, among other things, required a new individually based leadership at universities. The paper describes the development of one particular 10‐day interfaculty leadership training course for heads of departments, directors of study and other local managers, its content and methods and some implications for strategic management in higher education institutions. Four such implications are covered: constructing a new social identity as leaders, getting leadership acceptance in an individualistic academic‐freedom culture, training academic leaders in accordance with professional values, and dealing with accountability in a collegial decision‐making environment.

Leaders and managers: Essential skills required within higher

Abstract: As the leaders of today's higher educational institutions create and enhance their vision to meet the needs of the changing student population into the twenty-first century, the skills and attributes required are also changing. This article provides an overview of those skills and attributes viewed as valuable in this changing environment, such as encouraging reflective backtalk and the ability to see the long view; the roles (e.g., figurehead, leader, and liaison) and relationships (both internal and external to the institution) in which the leaders are engaged; governance and organizational structures of colleges and universities (particularly in the United States); the culture, values, and vision of these institutions; and strategic planning and financial management processes required. It is imperative that the leaders and managers of our higher educational institutions embrace all their roles, share responsibility with formal and informal leaders from faculty and staff groups, and recognize and embrace change. What is a leader? What is a manager? Are both needed for America's institutions of higher education to remain viable entities as we approach the beginning of the twenty-first century? What attributes are character- istic of leaders, and of managers? Can individuals possess characteristics of both, therefore demonstrating both leadership and management capabilities? Responses to these and other questions will be addressed in this article as the issues that colleges and universities face in the near future are discussed. The issues facing higher education today are not simple. In most cases they are multidimensional, broad in scope, and require complex assessment, planning, implementation, and evaluation. Although many of these issues are not new to the environment of higher education, societal, technological, economic, and political factors are altering the way in which they must be viewed. Some of the issues foremost in the minds of educational leaders today are the changing demographics of our student and faculty popula- tions, alliance building with community and global organizations, changing and diminishing financial resource bases, fund raising and development activities, rapid technological advancement, diversity, continuing profes- sional and leadership development activities for all constituencies on campus, community building both on campus and with the surrounding community, gender equity, curriculum reform, and ethical considerations in relation to