Leadership Development and Leadership Effectiveness
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0025-1747.htm
Leadership development and leadership effectiveness
Francis Amagoh
Department of Public Administration, Kazakhstan Institute of Management, Economics and Strategic Research, Almaty, Kazakhstan
Abstract
Purpose – It is important that organizations embark on leadership development programs that will enhance leadership effectiveness. The purpose of this article is to identify some leadership development initiatives. Design/methodology/approach – The paper uses a review of the literature to offer some leadership development practices. Findings – Leadership development should be comprehensive and systematically integrated into the organizational culture in order to produce leaders who can deal adequately with organizational challenges. Practical implications – Organizations and leadership developers should use a systemic approach in order to address the current leadership crisis. This paper emphasizes a global perspective and an organizational commitment to leadership development. It is suggested that organizations should have a long-term focus towards realizing the benefits from investments in leadership development programs. The article offers a number of approaches to the selection and development of leaders at all levels of an organization. Originality/value – All organizations face the problem of developing good leaders. This paper helps to identify some approaches to leadership development that will enhance leadership effectiveness and organizational performance. Keywords Leadership, Leadership development, Organizational performance Paper type Literature review
Leadership development and effectiveness 989
Organizations of all sizes are engaged in a competitive environment and hence need the right kind of leadership to survive. Organizations with effective leaders tend to innovate, respond to changes in markets and environments, creatively
Leadership development and leadership effectiveness
Francis Amagoh
Department of Public Administration, Kazakhstan Institute of Management, Economics and Strategic Research, Almaty, Kazakhstan
Abstract
Purpose – It is important that organizations embark on leadership development programs that will enhance leadership effectiveness. The purpose of this article is to identify some leadership development initiatives. Design/methodology/approach – The paper uses a review of the literature to offer some leadership development practices. Findings – Leadership development should be comprehensive and systematically integrated into the organizational culture in order to produce leaders who can deal adequately with organizational challenges. Practical implications – Organizations and leadership developers should use a systemic approach in order to address the current leadership crisis. This paper emphasizes a global perspective and an organizational commitment to leadership development. It is suggested that organizations should have a long-term focus towards realizing the benefits from investments in leadership development programs. The article offers a number of approaches to the selection and development of leaders at all levels of an organization. Originality/value – All organizations face the problem of developing good leaders. This paper helps to identify some approaches to leadership development that will enhance leadership effectiveness and organizational performance. Keywords Leadership, Leadership development, Organizational performance Paper type Literature review
Leadership development and effectiveness 989
Organizations of all sizes are engaged in a competitive environment and hence need the right kind of leadership to survive. Organizations with effective leaders tend to innovate, respond to changes in markets and environments, creatively
References: Alas, R., Tafel, K. and Tuulik, K. (2007), “Leadership style during transition in society: case of Estonia”, Problems and Perspectives in Management, Vol. 5 No. 1, pp. 50-60. Allen, S. and Hartman, N. (2008), “Leadership development: an exploration of sources of learning”, Advanced Management Journal, Vol. 73 No. 1, pp. 10-62. Allio, R.J. (2005), “Leadership development: teaching versus learning”, Management Decision, Vol. 43 Nos 7/8, pp. 1071-7. Block, L. and Manning, L. (2007), “A systemic approach to developing frontline leaders in healthcare”, Leadership in Health Services, Vol. 20 No. 2, pp. 85-96. Bodinson, G. (2005), “Changing healthcare organizations from good to great”, Quality Progress, November, pp. 22-9. Burke, V. and Collins, D. (2005), “Optimizing the effects of leadership development programmes”, Management Decision, Vol. 43 Nos 7/8, pp. 975-87. Leadership development and effectiveness 997 MD 47,6 998 Buus, I. (2005), “The evolution of leadership development: challenges and best practice”, Industrial and Commercial Training, Vol. 37 Nos 4/5, pp. 185-8. Cacioppe, R. (1998), “An integrated model and approach for the design of effective leadership development programs”, Leadership & Organization Development Journal, Vol. 19 No. 1, pp. 44-53. Chao, G., Walz, P. and Gardner, P. (1992), “Formal and informal mentorships: a comparison of mentoring functions contrasted with nonmentored counterparts”, Personnel Psychology, Vol. 45 No. 3, pp. 619-36. Charan, R., Drotter, S. and Noel, J. (2001), The Leadership Pipeline, Jossey-Bass, San Francisco, CA. Chen, J. and Silverthorne, C. (2005), “Leadership effectiveness, leadership style, and employee readiness”, Leadership & Organization Development Journal, Vol. 26 No. 4, pp. 280-8. Conger, J. (1993), “The brave new world of leadership training”, Organization Dynamics, Vol. 22 No. 3, pp. 46-59. Conger, J. (1999), “Charismatic and transformational leadership in organizations: an insider’s perspective on these developing streams of research”, Leadership Quarterly, Vol. 10, pp. 145-70. Day, R. and Allen, T. (2004), “The relationship between career motivation and self-efficacy with ´ ´ protege career success”, Journal of Vocational Behavior, Vol. 64, pp. 72-91. Degeling, P. and Carr, A. (2004), “Leadership for the systematization of health care: the unaddressed issue in health care reform”, Journal of Health Organization and Management, Vol. 18 No. 6, pp. 399-414. Fulmer, R. (1997), “The evolving paradigm of leadership development”, Organizational Dynamics, Vol. 25 No. 4, pp. 59-72. Groves, K. (2007), “Integrating leadership development and succession planning best practices”, Journal of Management Psychology, Vol. 26 No. 3, pp. 239-60. Hersey, P., Blanchard, K. and Johnson, D. (1996), Management of Organizational Behavior: Utilizing Human Resources, 7th ed., Prentice-Hall, Englewood Cliffs, NJ. Johnson, M. (2000), Reliability and Validity of the Leadership Self-Efficacy Scale, Pennsylvania State University, University Park, PA. Kim, S. (2007), “Learning goal orientation, formal mentoring, and leadership competence in HRD”, Journal of European Industrial Training, Vol. 31 No. 3, pp. 181-94. McCauley, C. and Douglas, C. (2004), “Developmental relationships”, in McCauley, C. and Velsor, E. (Eds), The Center for Creative Leadership Handbook Leadership Development, 2nd ed., Jossey-Bass, San Francisco, CA. Manz, C. and Sims, H. Jr (2001), Super Leadership: Leading Others to Lead Themselves, Berrett-Koehler, San Francisco, CA. Morrison, J., Rha, J. and Helfman, A. (2003), “Learning awareness, student engagement, and change: a transformation in leadership development”, Journal of Education for Business, Vol. 79 No. 1, pp. 11-17. Popper, M. and Lipshitz, R. (1993), “Putting leadership theory to work: a conceptual framework for theory-based leadership development”, Leadership & Organization Development Journal, Vol. 14 No. 7, pp. 23-7. Reinertsen, J., Pugh, M. and Bisognano, M. (2005), Seven Leadership Leverage Points for Organization-Level Improvement in Health Care, Institute for Healthcare Improvement, Cambridge, MA. Scandura, T. and Ragins, B. (1993), “The effects of sex and gender role orientation on mentorship in male-dominated occupations”, Journal of Vocational Behavior, Vol. 4393, pp. 251-65. Senge, P. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday-Currency, New York, NY. Svensson, G. and Wood, G. (2005), “The serendipity of leadership effectiveness in management and business practices”, Management Decision, Vol. 43 Nos 7/8, pp. 1001-9. Thomas, R.J. and Cheese, P. (2005), “Leadership: experience is the best teacher”, Strategy & Leadership, Vol. 33 No. 3, pp. 24-9. Vardiman, P., Houghston, J. and Jinkerson, D. (2006), “Environmental leadership development. Toward a contextual model of leader selection and effectiveness”, Leadership & Organization Development Journal, Vol. 27 No. 2, pp. 93-105. Weiss, D. and Molinaro, V. (2006), “Integrated leadership development”, Industrial and Commercial Training, Vol. 38 No. 1, pp. 3-11. Yukl, G. (2006), Leadership in Organizations, 6th ed., Prentice-Hall, Upper Saddle River, NJ. Further reading Allen, T., Poteet, M. and Burroughs, S. (1997), “The mentor’s perspective: a qualitative inquiry”, Journal of Vocational Behavior, Vol. 51, pp. 70-89. About the author Francis Amagoh, PhD, is an Associate Professor in the Department of Public Administration, Kazakhstan Institute of Management, Economics and Strategic Research, where he teaches courses in organizational behavior, public administration, financial management, and public finance. His research interests include organizational efficiency, knowledge management, organizational learning, and productivity improvements for business and public organizations. Francis Amagoh can be contacted at: famagoh@yahoo.com or famagoh@kimep.kz Leadership development and effectiveness 999 To purchase reprints of this article please e-mail: reprints@emeraldinsight.com Or visit our web site for further details: www.emeraldinsight.com/reprints