Showing papers on "Leadership development published in 2010"

The Center for Creative Leadership handbook of leadership development

Abstract: Web Contents xi Foreword xv John R. Ryan Preface xvii Acknowledgments xxv The Authors xxvii Introduction: Our View of Leadership Development 1 Cynthia D. McCauley, Ellen Van Velsor, Marian N. Ruderman PART ONE Developing Leaders ONE Leader Development Systems 29 Cynthia D. McCauley, Kim Kanaga, Kim Lafferty TWO Learning from Experience 63 Jeffrey Yip, Meena S. Wilson THREE Feedback-Intensive Programs 97 Sara N. King, Laura C. Santana FOUR Leadership Coaching 125 Candice C. Frankovelgia, Douglas D. Riddle F I VE Leader Development and Social Identity 147 Vijayan P. Munusamy, Marian N. Ruderman, Regina H. Eckert S I X Development Programs for Educational Leaders 177 Karen Dyer, Mike Renn SEVEN Leader Development in Times of Change 197 Michael Wakefield, Kerry A. Bunker E I G H T Democratizing Leader Development 221 David G. Altman, Lyndon Rego, Steadman D. Harrison III NINE Evaluating Leader Development 251 Jennifer W. Martineau, Tracy E. Patterson PART TWO Developing Leadership for Organizational Challenges TEN Developing Team Leadership Capability 285 Frederick P. Morgeson, Dennis Lindoerfer, David J. Loring ELEVEN Developing Strategic Leadership 313 Katherine Colarelli Beatty, Bruce Byington TWELVE Developing Globally Responsible Leadership 345 Laura Quinn, Ellen Van Velsor T H I R T E EN Developing Intergroup Leadership 375 Chris Ernst, Kelly M. Hannum, Marian N. Ruderman FOURTEEN Developing Interdependent Leadership 405 Wilfred H. Drath, Charles J. Palus, John B. McGuire Afterword 429 Ellen Van Velsor, Marian N. Ruderman, Cynthia D. McCauley References 435 Name Index 461 Subject Index 469 About the Center for Creative Leadership 481

Leadership development as an intervention in occupational health psychology

Abstract: A growing body of literature suggests that organizational leadership is linked to a wide variety of employee outcomes, both positive and negative, relevant to occupational health and safety. All organizations have individuals in a leadership role, but few researchers consider leadership training as an effective intervention. This may be because such studies are difficult to conduct and because the target, being the employees, is indirect. In this paper for the special edition of Work & Stress, we review studies linking leadership to individual well-being and safety in organizations. These include studies concerning leadership style, abusive supervision and organizational fairness. We highlight intervention studies that suggest that these linkages are causal and that leadership development, usually in the form of training, is an effective intervention in occupational health psychology. It is proposed that leadership development should be a main target for research on interventions in Occupational ...

Influences on College Students' Capacities for Socially Responsible Leadership

Abstract: This study of 14,252 college seniors from 50 institutions representing 25 states and the District of Columbia explored the influences of higher education on eight leadership outcome measures theoretically grounded using the social change model of leadership development. Hierarchical regression models explained between 31% and 40% of the variance in students' reported capacities across the eight outcomes. Results identified socio-cultural conversations with peers, faculty mentoring, and participation in community service as key influences which were complemented by findings related to the importance of leadership efficacy as an intermediate outcome.

Social network analysis and the evaluation of leadership networks

Abstract: Leadership development practitioners are increasingly interested in social networks as a way to strengthen relationships among leaders in fields, communities, and organizations. This paper offers a framework for conceptualizing different types of leadership networks and uses case examples to identify outcomes typically associated with each type of network. Evaluating leadership networks is a challenge for the field of leadership development. Social network analysis (SNA) is an evaluation approach that uses mathematics and visualization to represent the structure of relationships between people, organizations, goals, interests, and other entities within a larger system. In this article we describe core social network concepts and the application of them to illuminate the value of SNA as an evaluation tool.

Recasting leadership development.

Abstract: To the extent that leadership is learned, it is learned through experience. This article begins with seven conclusions about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some ways to put experience at the center of leadership development efforts, and concludes with a series of recommendations for practice and for future research. It turns out that using experience effectively to develop leadership talent 1 is a lot more complicated and difficult than it appears to be. But Einstein’s advice was to ‘‘make things as simple as possible, but not simpler,’’ and he was no slouch when it came to taking on difficult phenomena. Experience—not genetics, not training programs, not business school—is the primary source of learning to lead, and although our understanding of this kind of experience is far from complete, it is absolutely the place to start. This article begins with seven

Estimating return on leadership development investment

Abstract: When making capital investment decisions organizational leaders are trained to consider the financial return on investment. Yet, the same expectation typically does not exist for investments in leadership training. We suggest that decisions regarding leadership training and development ought to use a similar approach as the process leads to organizations incurring cost for an anticipated benefit, like any other investment. In the current paper, we describe how to estimate the return on leadership development investment (RODI) and the implications for measuring organizational effectiveness from such analyses. Using different guiding assumptions, scenarios, length of the intervention, and level of management participating in the leader development program, the expected return on investment from leadership development interventions ranged from a low negative RODI to over 200%.

Leadership development as identity construction.

Abstract: The authors seek to broaden the focus and orientation of social constructionism in leadership development. Previous research has predominantly concerned identity-orientated approaches focused on regulation as opposed to construction of identity. Social constructionism challenges us to view leadership participants as subjects and objects. Using the concept of a “space of action,” the authors focus on places in leadership development where identity work is visible, inducing different kinds of agency. Three different responses are analyzed, exploring their implications for leadership development. The authors propose the importance of three communicative responses in allowing alternative identity storylines to remain open and active. The authors support leadership development as a site, discourse, and series of practices that equips us to work with identity in fluid, dynamic, and plural ways.

The relationship between transformational leadership behaviors, psychological, and training outcomes in elite military recruits☆

Abstract: Two studies examined the effects of a differentiated model of transformational leadership on follower outcomes. In Study 1, 484 UK Royal Marine recruits completed questionnaires about their trainers' leadership behaviors and their own attitudes towards training. Training outcome was measured as successful completion of training or non-completion. Discriminant function analyses identified that fostering acceptance of group goals, inspirational motivation, appropriate role model, individual consideration, and contingent reward significantly discriminated between pass and failure. A separate discriminant function analyses revealed that the attitudinal variables of self-confidence, resilience, and satisfaction also successfully discriminated between pass and failure. Study 2 used a true experimental design to examine the effectiveness of a transformational leadership intervention. Participants were 85 experimental and 67 control recruits who completed questionnaires at weeks 5 and 15 of recruit training. Results revealed that 3 of the 5 key leadership behaviors, and all of the 3 recruit attitudinal variables measured, were significantly enhanced by the intervention.

Propensity for self-development of leadership attributes: Understanding, predicting, and supporting performance of leader self-development

Abstract: Little systematic research has been reported to advance understanding of the characteristics associated with individuals who initiate self-development activities to grow leadership skills. The purpose of the present research was to examine cognitive, dispositional, and motivational precursors to the propensity to engage in leadership self-development. A second purpose was to examine the role of organizational support on the relationships between self-development propensity and reported self-development activities. Over 400 junior-military leaders participated in a three-stage survey administration designed to test a structural model of leader self-development. Results indicate that a person having individual characteristics related to mastery, work, and career-growth orientations displayed more motivation to perform leader self-development and more skilled at performing instructional and self-regulatory processes. Higher self-development motivation and skill resulted in greater reported self-development activities. Surprisingly, organizational support reduced the magnitude of this relationship. This study concludes with implications for future research on and practice of leader self-development activities.

Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level

Abstract: There is growing evidence in the nursing literature regarding the positive impact of healthy work environments on staff satisfaction, retention, improved patient outcomes, and organizational performance. The establishment of a healthy work environment requires strong nursing leadership at all levels of the organization, but especially at the point of care or unit level where most front line staff work and patient care is delivered. Growing future nurse leaders is a long term quest. It can be challenging for today's leaders to predict what knowledge, skills, and abilities will be needed to lead in the future. This article presents a review of the literature regarding the importance of healthy work environments in healthcare organizations and the significant role of nurse leaders in building and sustaining these healthy environments. It also discusses the development of leadership skills by presenting the Nurse Manager Leadership Collaborative Learning Domain Framework, a widely used competency model for nursing leadership development that can serve as a useful resource in the development of leaders at the unit level. Citation: Sherman, R., Pross, E., (Jan. 31, 2010) "Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level" OJIN: The Online Journal of Issues in Nursing Vol. 15, No. 1, Manuscript 1. DOI: 10.3912/OJIN.Vol15No01Man01 Keywords: business of caring, Clinical Nurse Leaders, communication, conflict management, development, emerging nurse leaders, healthy work environments, leadership, Nurse Manager Leadership Collaborative Learning Domain Framework, NMLC, nursing There is growing evidence in the nursing literature about the positive impact of a healthy work environment on staff satisfaction, retention, improved patient outcomes, and organizational performance (Aiken, Clarke, Sloane, Lake, & Cheney, 2008; Shamian & El-Jardali, 2007). Many organizations, including the American Association of Critical Care Nurses (2005), the American Nurses Credentialing Center (2008), the Institute of Medicine (2004), the International Council of Nurses (2007), and the American Association of Colleges of Nursing (2002), have outlined criteria that characterize a healthy work environment. The Nursing Organizations Alliance, a coalition of major nursing organizations throughout the United States (US), issued a joint position statement that identified the following nine key elements that support the development of healthful practice/work environments: * A collaborative practice culture * A communication rich culture * A culture of accountability * The presence of adequate numbers of qualified nurses * The presence of expert, competent, credible, visible leadership * Shared decision making at all levels * The encouragement of professional practice & continued growth/development * Recognition of the value of nursing's contribution * Recognition by nurses for the their meaningful contributions to practice (Nursing Organizations Alliance, 2004) Although much work has been done to identify what needs to happen in practice environments to maximize the health and well being of nurses, the achievement of these key elements has proved challenging for many organizations in today's turbulent healthcare environment (Laschinger, 2007; Ulrich et al, 2009). The establishment of a healthy work environment requires strong nursing leadership at all levels of the organization, but especially at the point of care or unit level where most front line staff work and where patient care is delivered. With the changes that have occurred in the nurse manager role over the past two decades, which include multiple-unit management and increased responsibility for budget, staffing, and regulatory compliance (Sherman, Bishop, Eggenberger, & Karden, 2007; Shirey & Fisher, 2008), leadership at the point of care is now often provided by nurses in roles such charge nurse, unit facilitator, or clinical nurse leader. …

Scaling up proven public health interventions through a locally owned and sustained leadership development programme in rural Upper Egypt

Abstract: In 2002, the Egypt Ministry of Health and Population faced the challenge of improving access to and quality of services in rural Upper Egypt in the face of low morale among health workers and managers. From 1992 to 2000, the Ministry, with donor support, had succeeded in reducing the nationwide maternal mortality rate by 52%. Nevertheless, a gap remained between urban and rural areas. In 2002, the Ministry, with funding from the United States Agency for International Development and assistance from Management Sciences for Health, introduced a Leadership Development Programme (LDP) in Aswan Governorate. The programme aimed to improve health services in three districts by increasing managers' ability to create high performing teams and lead them to achieve results. The programme introduced leadership and management practices and a methodology for identifying and addressing service delivery challenges. Ten teams of health workers participated. In 2003, after participation in the LDP, the districts of Aswan, Daraw and Kom Ombo increased the number of new family planning visits by 36%, 68% and 20%, respectively. The number of prenatal and postpartum visits also rose. After the United States funding ended, local doctors and nurses scaled up the programme to 184 health care facilities (training more than 1000 health workers). From 2005 to 2007, the Leadership Development Programme participants in Aswan Governorate focused on reducing the maternal mortality rate as their annual goal. They reduced it from 85.0 per 100,000 live births to 35.5 per 100,000. The reduction in maternal mortality rate was much greater than in similar governorates in Egypt. Managers and teams across Aswan demonstrated their ability to scale up effective public health interventions though their increased commitment and ownership of service challenges. When teams learn and apply empowering leadership and management practices, they can transform the way they work together and develop their own solutions to complex public health challenges. Committed health teams can use local resources to scale up effective public health interventions.

Culture and leadership in Africa: a conceptual model and research agenda

Abstract: Purpose – The paper aims at identifying the knowledge gaps in the existing African leadership studies and argues in support of further research in the field with a view to establishing the link between African culture and leadership practices and their implications for economic growth on the continent.Design/methodology/approach – It reviews the mainstream perspectives in leadership literature in general and African leadership literature in particular as a basis for the development of an integrated goal‐behaviour‐performance model.Findings – Previous studies have seen African culture as either defining the uniqueness of leadership on the continent or constraining leadership development. The paper suggests the presence of both types of impact on leadership. It also offers a conceptual framework that integrates the different perspectives on the relationship between culture, leadership and organizational performance.Research limitations/implications – The paper is based mainly on limited empirical investigat...

The evaluation of two key leadership development program components: Leadership skills assessment and leadership mentoring

Abstract: This study evaluated two key components in leadership development programs: a 360-degree assessment of leadership skills and leadership mentoring. The participants in this study include 303 individuals in a leadership development program and 41 leadership mentors. The methodology and underlying rationale for using the two methods selected to evaluate the program are described. The results illustrate the degree to which mentees open up when mentors focus more on coaching and less on compliance and when mentors initiate personal contact with the mentees more often. The results also indicate that self-reports and observer-reports are statistically significantly different from one another. Implications and limitations are discussed.

Positive Psychological Capital as a Source of Sustainable Competitive Advantage for Organizations

Abstract: Psychological capital (PsyCap) has gained prominence as an important construct in leadership research. Comprising four factors (self-efficacy, hope, optimism, and resiliency), PsyCap is considered to be a vital factor for authentic leadership development and influence. The current study reports the results of a questionnaire survey that was conducted in the construction industry of Singapore. The survey explored the correlations of PsyCap with authenticity, leadership, and leadership outcomes. The results show that PsyCap significantly correlates with authenticity and transformational leadership. It was also found that transformational leadership plays a mediating role for PsyCap to predict leadership outcomes (effectiveness, extra effort, and satisfaction). The discussion in the paper also considers the implications of PsyCap for leadership development and effectiveness in general and in the context of the construction industry.

The Principles Of Educational Leadership And Management

Abstract: PART ONE: LEADERSHIP PRINCIPLES AND PRACTICE Introduction: New Directions in Educational Leadership - Tony Bush, Les Bell and David Middlewood School Leaders' Influences on Student Learning: The Four Paths - Kenneth Leithwood et al Leading with Moral Purpose: The Place of Ethics - Paul T Begley Distributed Leadership: Evidence and Implications - Alma Harris Where to Next for Educational Leadership? - Peter Gronn PART TWO: DEVELOPING LEADERS Teacher Professionalism and Continuing Professional Development: Contested Concepts and Their Implications for School Leaders - Les Bell and Ray Bolam Leadership Development - Tony Bush Managing People and Performance - David Middlewood PART THREE: LEADERSHIP AND LEARNING Leadership for Learning - Christopher Rhodes and Mark Brundrett Building and Leading Learning Cultures - Allan Walker Managing Resources to Support Learning - Rosalind Levacic PART FOUR: LEADERSHIP FOR INCLUSION Leadership for Diversity and Inclusion - Jacky Lumby Leading Educational Partnerships: New Models for Leadership? - Ann R J Briggs Leadership and Educational Networks - Andrew Townsend Community and Leadership in Education - Tracey Allen

Differentiating leader and leadership development

Abstract: Purpose – The purpose of this paper is to revisit the prevalent perceptions of leadership development, consider the constructs that affect leadership development in an organization, and propose a collective framework for leadership development.Design/methodology/approach – Existing leadership development literature is appraised. The paper identifies the factors that determine leadership development and focuses on the context in which leadership is developed.Findings – The paper implies that leadership development involves multiple and coordinated actions.Practical implications – The paper provides guidelines for successful leadership development in practice.Originality/value – The paper takes a holistic approach to leadership development and proposes a set of items for measuring leadership development.

The neuroscience of leadership

Abstract: This doctorate summarizes 13 years of thinking, experimentation and research into the issue of improving human performance. Specifically, the issue of how to drive change in human performance, through conversation. This focused on non-clinical populations, and generally with very high functioning people. My work initially focused on the act of ‘coaching’. At its simplest, coaching is the ability of one person to enable another to improve their performance. Through intensive observation, I built a coaching model that enabled a significant improvement in people’s ability to facilitate behavior change in others. The model was based on the realization that people needed the ‘aha’ moment for change to occur. An effort was made to understand how to best bring others to their own insights. An approach was developed into a set of codified techniques and taught to thousands of professionals worldwide, including inside large organizations. Through a desire to understand the deeper mechanisms occurring in moments of insight, I became fascinated with brain research. Initially focused on the neuroscience of insight, I soon became interested in the neuroscience behind other mental experiences central to effective workplace functioning, such as selfawareness, social skills, decision-making, and emotional regulation. Because no formal body of knowledge existed that explained the neuroscience underneath everyday work situations, I reached out to and was mentored by specific neuroscientists. I soon saw value in creating a field of study that brought neuroscience research into the field of coaching, leadership development and organizational change. A new field of knowledge was created, called the Neuroscience of Leadership, which is now being driven by an institute, an annual summit, a journal and academic education. This thesis explores my 13-year learning journey, the key research that was undertaken, the mentors who supported my learning and the publications I produced. It finishes with a discussion about the development of the Neuroscience of Leadership field, and the future of that field.

Effective leaders and leadership in policing: traits, assessment, development, and expansion

Abstract: Purpose – Police leaders and leadership remain understudied within existing criminal justice scholarship. Using data derived from police supervisors participating in the Federal Bureau of Investigation (FBI) National Academy program, the purpose of this paper is to examine effective leaders and leadership. Specific consideration is given to the traits and habits of effective and ineffective leaders, the assessment of leadership efficacy, the development of leaders, and the barriers to the expansion of more effective leaders and leadership in contemporary policing.Design/methodology/approach – Surveys were administered to over 1,000 police supervisors. Respondents ranked the traits and habits of effective and ineffective leaders, methods to evaluate leadership efficacy, and barriers to the expansion of more effective leaders and leadership. Though a convenience sample, the supervisors represent a diverse mix of police agencies of various sizes and types from around the world.Findings – Ratings suggest resp...

Effective global leadership requires a global mindset

Abstract: Purpose – The purpose of the paper is to conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset.Design/methodology/approach – The paper takes the form of a global literature review and the author's viewpoint.Findings – Global leadership development must be driven by an organization's global business strategy. Having “global” experiences at work does not guarantee effective global leadership. The acquisition of a true global mindset enables leadership effectiveness in a global capacity. As cultural and business complexity increase so does the demand for a global mindset, almost exponentially given the intersect of this complex environment.Practical implications – Methods for global leadership development include examination, education, experience and exposure.Originality/value – The paper provides a fresh perspective.

Leadership Development via Action Learning

Abstract: Action learning is being used increasingly as a primary method for building leadership skills and improving leadership behavior. This article discusses the emergence of action learning as a methodo...

School Leadership Effectiveness: The Growing Insight in the Importance of School Leadership for the Quality and Development of Schools and Their Pupils

Abstract: Leadership has long been seen as a key factor in organisational effectiveness, and the interest in educational leadership has increased over recent decades. This is due to a number of reasons, often related to changes to the education system, such as the growth of school-based management in many countries over the past two decades, which has meant more influence for the school and therefore a greater role for the school manager, as powers and responsibilities have been delegated or even devolved from national, regional, or local levels to the school. This has inevitably led to a growth in the importance of the school leader and his/her individual role, and therefore to a greater interest in leadership as a key factor in school effectiveness and improvement.

Spirituality at Work, and its Implications for Leadership and Followership: A Post-structuralist Perspective

Abstract: Recent years have witnessed a significant growth of interest in spirituality at work (SAW), and in particular in spirituality management and leadership development. This article argues that the lit...

Leadership development of individuals with developmental disabilities in the self-advocacy movement.

Abstract: Background Exploring the life stories of leaders in the self-advocacy movement can expand our knowledge about leadership development of individuals with developmental disabilities. A better understanding of this process may assist with supporting the movement and leadership development of youth with disabilities. Methods In-depth qualitative interviews were conducted with 13 leaders in the self-advocacy movement within the USA in order to explore their life stories. Purposeful sampling contributed to a diverse sample of leaders. A grounded theory approach led to the identification of major themes and factors associated with their leadership development. Findings Four major themes emerged: (1) disability oppression and resistance; (2) environmental supports and relationships; (3) leadership skills; and (4) advanced leadership opportunities. Findings have conceptual and practical relevance for future interventions and research.

Role of HR in the new world of sustainability

Abstract: Purpose – The purpose of the paper is to assess the strategic role that the human resource department (HRD) can play in the development and implementation of an organization's sustainability program.Design/methodology/approach – The paper reviews the environmental and social challenges that give rise to sustainability efforts, and outlines areas of potential benefit to an organization of the efforts.Findings – The article posits that such programs require change in organizational culture, which in turn demands new leadership competencies, behaviors and mindsets. It instances the action reflection learning (ARL) learning methodology and its project‐based programs as proven means for developing those competencies through collaborative teamwork and specific learning goals.Originality/value – The paper proposes that HRD is uniquely positioned to support the organization's sustainability goals of profit, people and planet, while retaining its competitive advantage.

Youth Sport Leadership Development: Leveraging the Sports Captaincy Experience

Abstract: Leadership has been identified as an important but underdeveloped life skill among youth athletes. This article discusses a recent effort to develop leadership by taking a formal educational approach to the sport captaincy experience. More specifically, the Institute for the Study of Youth Sports has partnered with the Michigan High School Athletic Association to create the MHSAA Captain's Leadership Training Program. The program's design, structure, and content are discussed as well as our biggest successes, challenges, and future directions. Implications for sport consultants, coaches, and other practitioners are provided.

Appreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization

Abstract: Foreword Introduction Chapter 1. Appreciative Leadership-its Roots, its Wings Chapter 2. Positive Power: What People Want from Organizations Chapter 3. INQUIRY: Asking Positively Powerful Questions Chapter 4. ILLUMINATION: Bringing Out the Best of People and Situations Chapter 5. INCLUSION: An Organizational Imperative Chapter 6. INTEGRITY: The Trump Card Chapter 7. INSPIRATION: Living a New Story Chapter 8. Appreciative Leadership Development Conclusion Additional Resources

Higher education for sustainable development in Japan: policy and progress

Abstract: Purpose – The purpose of this paper is to review key developments and the role of governmental support in the field of education for sustainable development (ESD) in higher education in Japan.Design/methodology/approach – This is an analytical review paper on policy and practice, using an evaluative perspective to consider developments, challenges and prospects for ESD in higher education in Japan and the significant drivers for existing and ongoing activities.Findings – This paper reveals the significance of the initiatives taken by the Ministry of Education, Culture, Sports, Science and Technology and the Ministry of the Environment for the development of ESD in Japanese universities. Government policies and funding supports have been critical, but the current dependency on them also poses a significant challenge for the continuous development of ESD in Japanese higher education institutions over the longer term. Analysis suggests that encouraging leadership development for sustainability amongst univer...

Issues and challenges in higher education leadership : engaging for change

Abstract: It is proposed from this study that engaging productively with others to achieve change has never been more critical in educational environments, such as universities. Via semi-structured interviews with a cohort of senior leaders from one Australian university, this paper explores their perceptions of the key issues and challenges facing them in their work. The study found that the most significant challenges centred around the need for strategic leadership, flexibility, creativity and change-capability; responding to competing tensions and remaining relevant; maintaining academic quality; and managing fiscal and people resources. Sound interpersonal engagement, particularly in terms of change leadership capability, was found to be critical to meeting the key challenges identified by most participants. In light of the findings from the sample studied some tentative implications for leadership and leadership development in university environments are proposed, along with suggestions for further empirical exploration.