Showing papers on "Leadership development published in 2004"

The Nature of Leadership

Abstract: PART i: INTRODUCTION Chapter 1: Leadership: Past, Present, and Future - David V. Day & John Antonakis PART II: LEADERSHIP: SCIENCE, NATURE, AND NURTURE Chapter 2: Aggregation processes and Levels of Analysis as Organizing Structures for Leadership Theory - Robert G. Lord & Jessica E. Dinh Chapter 3: Advances in Leadership Research Methods - Michael J. Zyphur, Adam P. Barsky, & Zhen Zhang Chapter 4: The Nature of Leadership Development - David V. Day Chapter 5: The Nature in Leadership: Evolutionary, Biological, and Social Neuroscience Perspectives - Mark Van Vugt PART III: THE MAJOR SCHOOLS OF LEADERSHIP Chapter 6: Individual Differences in Leadership - Timothy A. Judge & David M. Long Chapter 7: Contingencies, Context, Situation, and Leadership - Roya Ayman & Susan Adams Chapter 8: Transformational and Charismatic Leadership - John Antonakis Chapter 9: The Nature of Relational Leadership: A Multi-Theoretical Lens on Leadership Relationships and Processes - Mary Uhl-Bien, John Maslyn, & Sonia Ospina Chapter 10: In the Minds of Followers: Follower-centric Approaches to Leadership - Douglas J. Brown Chapter 11: The Nature of Shared Leadership - Christina L. Wassenaar & Craig L. Pearce PART IV: LEADERSHIP AND SPECIAL DOMAINS Chapter 12: Leadership and Culture - Deanne N. Den Hartog & Marcus W. Dickson Chapter 13: Leadership and Gender - Linda L. Carli & Alice H. Eagly Chapter 14: Leadership and Identity - Daan van Knippenberg Chapter 15: Ethics Effectiveness: The Nature of Good Leadership - Joanne B. Ciulla PART V: CONCLUSIONS Chapter 16: The Crucibles of Authentic Leadership - Warren Bennis

Transformational leadership and shared values: the building blocks of trust

Abstract: Interpersonal trust is central to sustaining team effectiveness. Whilst leaders play the primary role in establishing and developing trust, little research has examined the specific leadership practices which engender trust toward team leaders. This study investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams. Usable questionnaires were completed by 83 team members drawn from 33 R&D project teams. Three factors together predicted 67 per cent of the variance in team members' trust towards leaders, namely: consulting team members when making decisions, communicating a collective vision, and sharing common values with the leader. Trust in the leader was also strongly associated with the leader's effectiveness. The implications of these findings for leadership development, team building and future research are discussed.

Leadership Development: Past, Present, and Future

Abstract: T his article reviews notable trends in the leadership development field. In the past two decades, such trends included the proliferation of new leadership development methods and a growing recognition of the importance of a leader's emotional resonance with others. A growing recognition that leadership development involves more than just developing individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technology , return on investment (ROI), and new ways of thinking about the nature of leadership and leadership development.

Leadership Development in Balance: MADE/Born

Abstract: This book, written by a leading scholar in leadership, takes readers through a very realistic look at what it takes to develop leadership competencies. Focusing on four major goals, this text:*provides the reader with a broader and deeper understanding of what constitutes authentic leadership development;*challenges a very basic notion that leaders are born versus made;*talks about the elements that comprise leadership development so readers are informed to ask the many providers of leadership development the right questions; and*develops full leadership potential.There are numerous case examples used throughout the book: high-tech executives, community leaders, correctional service supervisors, bank managers in Canada, and platoon commanders in Israel. Each example is used as a general basis for discussing how people develop their leadership potential, and as models of training and evaluation.Leadership Development in Balance: MADE/Born is intended for graduate or undergraduate students of leadership, project managers, supervisors, senior executives, school principles, health care officers, or legislators.

Leadership development through experience

Abstract: The article presents a commentary on leadership development through experience. The author contends that the primary source of learning to lead is through experience. He explains that the role played by training and other formal programs is relatively modest in comparison to experiential learning. He notes that this theory suggests that experience (mostly through assignments) rather than programs should form the core of executive development. The author says the broad categories of experience that seem to matter most are challenging assignments including corporate turnarounds, start-ups, and substantial increases in scope and scale of responsibility.

A Leadership Development Instrument for Students: Updated

Abstract: This paper updates the research literature on the Student Leadership Practices Inventory, which is one of the few leadership development instruments targeted for college students. The psychometric properties of a revised version of the instrument are also provided, along with a discussion of developmental issues pertinent to developing and enhancing leadership capabilities in college students.

School leadership and leadership development: Adjusting leadership theories and development programs to values and the core purpose of school

Abstract: This paper looks at the central role of school leadership for developing and assuring the quality of schools, as corroborated by findings of school effectiveness research and school improvement approaches Then, it focuses on the growing importance placed on activities to prepare school leaders due to the ever‐increasing responsibilities they are facing In many countries, this has led to the design and implementation of extensive programs In this paper, international trends in school leader development are identified As regards the aims of the programs, it becomes obvious that they are increasingly grounded on a more broadly defined understanding of leadership, adjusted to the core purpose of school, and based on educational beliefs integrating the values of a democratic society

Leader Development for Transforming Organizations: Growing Leaders for Tomorrow

Abstract: Contents: J.N. Cleveland, E.A. Fleishman, Series Foreword. Preface. Part I:Background and Overview. D.V. Day, S.M. Halpin, Growing Leaders for Tomorrow: An Introduction. L.E. Maggart, Leadership Challenges for the Future. Part II:Accelerating Leader Development. D.V. Day, C.E. Lance, Understanding the Development of Leadership Complexity Through Latent Growth Modeling. B.J. Avolio, Examining the Full Range Model of Leadership: Looking Back to Transform Forward. H. O'Neil, Jr., Y-C. Fisher, A Technology to Support Leader Development: Computer Games. Part III:Cognitive Skills Development. D.F. Halpern, The Development of Adult Cognition: Understanding Constancy and Change in Adult Learning. D.T. Hall, Self-Awareness, Identity, and Leader Development. M.S. Cohen, Leadership as Orchestration and Improvisation of Dialogue: Cognitive and Communicative Skills in Conversations Among Leaders and Subordinates. Part IV:Developing Practical and Emotional Intelligence. A.T. Cianciolo, J. Antonakis, R.J. Sternberg, Practical Intelligence and Leadership: Using Experience as a "Mentor." D.R. Caruso, C.J. Wolfe, Emotional Intelligence and Leadership Development. Part V:Enhancing Team Skills. S.J. Zaccaro, S.D. Ardison, K.L. Orvis, Leadership in Virtual Teams. E. Salas, C.S. Burke, K.A. Wilson-Donnelly, J.E. Fowlkes, Promoting Effective Leadership Within Multicultural Teams: An Event-Based Approach. E. Salas, C.S. Burke, K.C. Stagl, Developing Teams and Team Leaders: Strategies and Principles. Part VI:Conclusions and Implications. K.J. Klein, J.C. Ziegert, Leader Development and Change Over Time: A Conceptual Integration and Exploration of Research Challenges. D.V. Day, S.J. Zaccaro, Toward a Science of Leader Development.

Leadership in Organizations : Current Issues and Key Trends

Abstract: Of the many books written about leadership, few move beyond conventional accounts of theory, or truly scrutinise the leadership agenda However, this exciting book sets a new agenda for the interpretation of leadership and development Including contributions from some of the most distinctive leaders in the field, it considers the newest themes to come out of the leadership debate Topics covered include: * leadership and integrity * learning leadership * career individualization * leadership development in the public sector One of the first books to systematically link leadership and management, this distinctive and challenging text examines leadership in the context of career development It critically assesses the more conventional training and development available to managers, and in doing so equips readers with the analytical perspectives and tools needed to understand the significance of leadership in contemporary organizations

The National College for School Leadership: A North American Perspective on Opportunities and Challenges

Abstract: The growing interest internationally in leadership development and how leaders contribute to student learning makes the development of the National College for School Leadership (NCSL) an intriguin...

Developing leadership capability: What's inside the black box?

Abstract: The article presents a commentary on an interventionist view of leadership development. The author notes that many factors shape the extent to which an individual becomes a leader. These include genetic predisposition, family environment, school experiences, hardships, job experiences, authority figures, organizational incentives, and training. The author contends that leaders are born and made. He believes the foundations for the leadership qualities of self-confidence, achievement drive, communication skills, and interpersonal competence are formed principally in a person's family environment. He explains that organizations have little or no control over an individual's early life forces.

Self-Awareness, Identity, and Leader Development.

Abstract: In today’s complex, turbulent organizations, a critical competency for successful leaders is the ability to learn how to deal with the changing demands of the environment and develop the appropriate new skills. There are two overarching personal capabilities that help leaders “learn how to learn” new skills and competencies: self-awareness (or identity) and adaptability (Briscoe and Hall, 1999; Hall, 1986a, 1986b, 2002; Hall and Associates, 1996). Because of the superordinate power of these two personal capabilities in helping the person grow new competencies, I refer to them as “metacompetencies.” This chapter is a detailed examination of one of these metacompetencies: self-awareness. Much less is known about self-awareness in organizations than is known about adaptability.1 I examine the nature of self-awareness, the different theoretical perspectives that have been used to study the concept, what role it plays in leadership development, and what organizations might do to create cultures that promote its development.

“Trees Die From the Top”: International Perspectives on NGO Leadership Development

Abstract: This paper examines the role of leadership development in NGO capacity building and assesses some of the challenges of developing a new generation of NGO leaders. The paper draws on the analysis of new and existing research into the dimensions of NGO leadership highlighting the importance of both individual attributes and contextual relevance. Effective NGO leaders are able to balance a range of competing pressures from different stakeholders in ways that do not compromise their individual identity and values. Leadership development programmes therefore need to focus on both the values and identity of individual leaders while also assisting leaders understand and proactively respond to their rapidly changing external environment. We conclude that there is an urgent need to build the capacity of NGOs to develop their leadership capability. Unless systems and processes to support this work are put in place then the apocryphal warning “trees die from the top” will have more than a ring of truth in it.

Leadership development in health care: a word of caution

Abstract: Leadership development is seen as central to the modernisation agenda of the NHS. It has been identified in key policy documents and a range of leadership development programmes have been developed to meet this need. This paper reviews the evidence concerning leadership development in nursing. The conclusion reached is that leadership is only one element in the changes that need to occur in health care. Too much emphasis on leadership without an equal concern for transforming the organisations nurses and other health personnel work in may result in leadership being added to the list of transient management “fads” which have characterised health care in recent years.

The Results of an Evaluation Scan of 55 Leadership Development Programs

Abstract: The W. K. Kellogg Foundation has had a long history of investing in leadership development programs. Recent changes in the way that the Foundation thinks about leadership have been accompanied by q...

Educating nurses for leadership roles.

Abstract: As a result of the growing shortage of nurses and the dramatically changing role of the front-line nurse manager, leadership education for nurses is of critical importance. The purpose of the project described in this article was to design, implement, and evaluate an innovative model of nursing leadership development for students enrolled in registered nurse to bachelor of science in nursing or registered nurse to master of science in nursing programs. A guided "action-learning" course was designed that focused on both core knowledge and experiential learning. The course was developed with the assistance of an advisory panel of prominent nurse leaders with expertise in administration, health policy, informatics, and nursing education. The prototype course was offered for the first time as an elective in Spring 2003. Evaluation data indicated that the course was considered valuable by students and with modifications suggested by students, faculty, and advisory panel members, the course would be offered regularly as part of the curriculum. Recommendations also included adapting course content to a continuing education format.

Learning to lead: An analysis of current training programs for library leadership

Abstract: Leadership concepts and theories began appearing in the library literature in the late 1980s. By the 1990s a number of leadership development programs were being offered that were designed to develop librarian leadership skills. The programs had various objectives: to improve career development of early and midcareer librarians; to provide access to underrepresented minority groups in management; and to develop leadership skills. These programs, primarily multiday and residential in nature, employed a hybrid mix of training methods, including focus on leadership styles, self-discovery, and emphasis on skill-building. Despite the proliferation of these programs, evaluation research about them has primarily focused on self-reports from participants about their learning and their satisfaction with these programs. Systematic evaluation research, particularly utilizing a control group design or providing a longitudinal assessment, has not been widely conducted in the field.

Learning to lead together : the promise and challenge of sharing leadership

Abstract: Preface Acknowledgements About the Editor About the Contributors Part I: Providing the Context 1. The Dynamics of Sharing and Distributing Leadership - Janet H. Chrispeels Part II: Case Studies of Principals Sharing Leadership 2. Changing the Culture of a Middle School: A Narrative Examination of a New Principal's Implementation of Shared Leadership - Peggy H. Burke and Mary Cavalier 3. Creating Meaningful Opportunities for Collaboration - Vishna A. Herrity and Pat Morales 4. Reflections on Practice: An Administrator's 16-Year Journey to Promote Teacher Leadership and Learning - David Burke and Ian Mitchell 5. A Middle School Strives to Achieve Team Leadership Through Opposition and Uncertainty - Kathleen J. Martin and Janet H. Chrispeels 6. Evolving Roles and Sharing Leadership: The Path of One Leadership Team - Shiou-Ping Shiu, Janet H. Chrispeels and Robin Endacott Doerr Part III: Cross-Case Studies of Shared Leadership 7. Sharing Leadership: Principals' Perceptions - Maureen Yep and Janet H. Chrispeels 8. Lessons Learned About Sustainable Results in Urban Middle Schools: Four Principals and Their Reflection on the Process of Change - Peggy H. Burke 9. Principals Conceptualize the Development of Teacher Leaders: A Cross-Case Study of Shared Leadership in High-Poverty Kentucky Schools - Deborah H. McDonald and John L. Keedy 10. Principal Choice and Teacher Participation in Site-Based Management: Four Schools Implement One Policy - S David Brazer 11. Successful Leadership in Schools Facing Challenging Circumstances: No Panaceas or Promises - Alma Harris Part IV: Preparing School Leaders for Shared Leadership 12. Supporting Teachers' Leadership: What Can Principals Do? A Teacher's Perspective From Research - David Frost and Judy Durrant 13. Promoting Leadership Development and Collaboration in Rural Schools - Joseph I. Castro 14. Problem-Based Learning and Its Role in Preparing School Leaders for Collaboration - Edwin M. Bridges Part V: Conclusions 15. Sharing Leadership: Learning From Challenge - Aiming Toward Promise - Janet H. Chrispeels Name Index Subject Index

Socializing school administrators to meet leadership challenges that doom all but the most heroic and talented leaders to failure

Abstract: School administrators can not be expected to effectively embrace their roles and functions as school administrators without the appropriate support structures, resources, and administrative training in place at district level. Administrators, more than ever, must know, understand, and be prepared to meet the complexities and challenging demands the administrative position entails before considering the job. With the current school leadership shortage looming across North America, it becomes vitally important that school districts provide leadership training, ongoing professional leadership development and preparation for increasing the levels of effectiveness of aspiring and practicing school administrators. Through a review of pertinent literature this article explores how school districts are preparing their school leaders for their roles.

Reflections on the NCSL from a Historical Perspective.

Abstract: This article reviews three historical phases of leadership development in England and Wales, together with parallel changes in in-service training and the broader professional infrastructure, in order to show how the idea of a national college developed and became viable. It argues that, as a policy innovation, the NCSL has built on earlier practice but also has several innovative features, including networked learning communities and its use of IT. It suggests that the transformational perspective should be interpreted in the framework of situational or pluralist theories of leadership. Finally, it considers some strategic issues affecting the college’s longer-term sustainability.

A new look at dispersed leadership: Power, knowledge and context

Abstract: Topics covered include: leadership and integrity, learning leadership, career individualization, leadership development in the public sector. One of the first books to systematically link leadership and management, this distinctive and challenging text examines leadership in the context of career development. It critically assesses the more conventional training and development available to managers, and in doing so equips readers with the analytical perspectives and tools needed to understand the significance of leadership in contemporary organizations.

The Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Public Sector

Abstract: The article describes an action learning programme designed to ‘renew and refresh’ long-serving chief executives in the English National Health Service who were facing considerable performance pressures. An activity theoretical approach was used to help participants stand back from the imperatives of the moment and reflect on the dilemmas of their situations in new ways. Evaluation data suggest that the mix of events included in the programme created a powerful learning experience for most participants. Other theoretical approaches in addition to activity theory are used to explain this outcome. It is suggested that, at times of ongoing change and frustration, programmes such as the one described here can help participants develop a resilient approach to conflicts and tensions and may stimulate commitment and resolve.

A new sciences outline for leadership development

Abstract: The Newtonian physics that formed the foundation of physical and social science for centuries is unwinding in the face of the new sciences The principles of the new sciences shed needed light on the technologies of leadership in modern organizations This paper links specific leadership technologies to four general principles taken from the new sciences Together, these technologies and principles provide a new metaphor for organizational life and the work of leadership This metaphor offers an alternative explanation of the leadership phenomenon generally, helps organizational actors ground their leadership activity in terms of the new sciences theory, and points to better ways to prepare ourselves for the demands of leadership in organizations This, in turn, provides a way for leaders to better understand their organizational environment and links that understanding to an outline of skills, behaviors, and attitudes that can be used in practical leadership development programs

Branching storylines in virtual reality environments for leadership development

Abstract: Simulation-based training is increasingly being used within the military to practice and develop the skills of successful soldiers. For the skills associated with successful military leadership, our inability to model human behavior to the necessary degree of fidelity in constructive simulations requires that new interactive designs be developed. The ICT Leaders project supports leadership development through the use of branching storylines realized within a virtual reality environment. Trainees assume a role in a fictional scenario, where the decisions that they make in this environment ultimately affect the success of a mission. All trainee decisions are made in the context of natural language conversations with virtual characters. The ICT Leaders project advances a new form of interactive training by incorporating a suite of Artificial Intelligence technologies, including control architectures, agents of mixed autonomy, and natural language processing algorithms.

Understanding the Development of Leadership Complexity Through Latent Growth Modeling

Abstract: Growth . . . change . . . development. These concepts are fundamental for much of the thinking and writing about leadership. However, little attention has been given to explicitly describing or explaining the leadership growth process. This is surprising because growth is endemic to life. All living organisms grow from birth through maturity. Humans even demonstrate cognitive gains and improvements well into adulthood and old age (Baltes, 1987). However, what is meant by the term growth? How is growth related to development? What is known about how to conceptualize and model growth? Furthermore, what is the relevance of growth and development to enhancing organizational leadership? These are key questions that this chapter will address. The overarching purpose is to expound on the concept of growth and to link it to the meaning, measurement, and modeling of leadership development. The chapter concludes with three specific examples of how sophisticated modeling efforts could be used to understand and evaluate the leader development process.

A Manager's Guide to Leadership

Abstract: In "A Manager's Guide to Leadership", the authors argue two key points: Good leadership is not just a question of possessing and developing the right skill set or aligning yourself with a guru's particular model, it is about how you respond to tough dilemmas and difficult challenges; and, Leadership does not belong to the business top hierarchy, everybody faces leadership challenges whatever level they are within their organization. Based on the winning formula of "A Manager's Guide to Self-Development 4/e", this book provides readers with a range of tools and techniques to help them assess and respond to a variety of difficult challenges.The book is divided into two main parts: Part one helps you to take stock of your own situation in terms of your current skill set, the leadership challenges you are faced and those you are likely to face in the future. Diagnostic activities help you discover your strengths and your weaknesses and identify your own goals for self-development.Part two features 21 practical and thought- provoking activities to assist you develop your skills, thus enabling you to respond to a multitude of challenges. These include: 14 situational challenges - Based in part on the findings from a recent government research survey (Council for Excellence in Management and Leadership 2002), these situational challenges are considered to be most pertinent to today's managers. Each chapter features case examples, tools and models and suggested follow up work. Challenges include managing mergers, improving work processes, and downsizing. 7 core practices - These are essential strengthening activities for leadership development that can be used in any leadership situation. These include encouraging commitment, developing facilitation skills, and asking the right questions.

Leadership in the Public Sector: Models and Assumptions for Leadership Development in the Federal Government

Abstract: To fill the need for leaders and change agents throughout all levels of federal agencies, public sector human resource managers are now called on to develop innovative leadership development programs. Developing leaders for the 21st century requires attention to workforce trends as well as flexibility and creativity. Federal government leadership development programs need to address special leadership concerns of public agency managers, including creative thinking, collaboration, cross-organizational team building, and leading for results. This research provides overviews of federal leadership development programs and includes average and exemplary models. Lessons learned from this research offer a new set of leadership development assumptions for the public sector. Data were gathered from document analysis, preliminary network interviews, and in-depth personal interviews with program designers and participants.

The professional development of school principals: insights from evaluating a programme in Hong Kong

Abstract: Preparation for school leadership has become a major global educational issue since the late 1990s. In Hong Kong, the establishment and implementation of school‐based management in the 1990s have made significant demands on principals. In 1999, a leadership development and training programme for serving and aspiring principals was initiated by the Government of the Special Administrative Region, after visits to and study of similar programmes in England, Scotland, Australia (State of Victoria) and Singapore. In 2002, further suggestions were made to draw up a framework for principals' training in Hong Kong. With an adapted evaluation framework, and based on the evaluation findings of a principals' training programme developed by a tertiary institution in 1998, this paper attempts to give answers to: (1) why do serving principals attend principals' training programmes? (2) what sort of training programme do principals regard as useful? (3) are the findings consistent with the proposals of the Government? (...