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Leadership development

About: Leadership development is a research topic. Over the lifetime, 8391 publications have been published within this topic receiving 141935 citations. The topic is also known as: leadership training.


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Journal ArticleDOI
TL;DR: The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field and can be used in future studies to test the underlying premises of servant leadership theory.
Abstract: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development.

515 citations

Journal ArticleDOI
TL;DR: This article 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.
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.

508 citations

Journal ArticleDOI
TL;DR: In this paper, an alternative leadership ontology is proposed: direction, alignment, and commitment, and a theoretical framework is sketched out to integrate emerging leadership research and stimulate the development of new leadership theory and practice.
Abstract: This article argues that the current, widely accepted leadership ontology — leaders, followers, and shared goals — is becoming less useful for understanding leadership in contexts that are increasingly peer-like and collaborative. The further development of leadership theory calls for a corresponding development at the level of leadership ontology. Thus, an alternative leadership ontology is proposed: direction, alignment, and commitment. A theoretical framework based on such an ontology is sketched out. It is argued that such a framework can integrate emerging leadership research and ultimately stimulate the development of new leadership theory and practice.

477 citations

Journal Article
TL;DR: It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results and achieving business results over a sustained period of time is the ultimate mark of authentic leadership.
Abstract: The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.

473 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023188
2022364
2021383
2020407
2019450
2018510