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"Developing Leadership"
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Leadership development across the lifespan through sport and physical activity
PurposeThe purpose of this paper is to analyze if the sport trajectory could be an impact factor in leadership development.Design/methodology/approachA qualitative research method has been adopted by conducting 17 in-depth, semi-structured interviews. The data were analyzed with the program Open Code (4.03).FindingsThe findings of this study revealed that the interviewed managers perceived that their sport trajectory has had an important influence in the development of their leadership. This influence is determined by four factors: (1) sport profile, (2) sport referents, (3) competences, values and abilities and (4) experiences from different sport roles played during their lifespan.Research limitations/implicationsThe research is based on interviews with a small sample of managers. In order to develop the research further, a more extensive sample is required.Originality/valueThe paper is unique as it examines the impact of the sport trajectory as an impact factor in leadership development.
Journal Article
Development as leadership-led change : a report for the Global Leadership Initiative
Development involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This paper presents the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute, to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews. It explores what it takes to make change happen and in particular, the role leadership plays in effecting change. The authors propose that leadership contributes to change when it builds \"change space\" by fostering acceptance for change, granting authority for change, introducing or freeing the abilities necessary to achieve change. This \"change space\" is required to ensure contextual readiness for change and foster progress through the difficult stages of the change process. An analytical framework is introduced to illustrate the dimensions of this \"change space\" and its limits in organizational and social change. The authors argue that a lack of \"change space\" in many development contexts may be overlooked, contributing to failure. The paper concludes that leadership manifests in different ways in different contexts, depending on the contextual readiness and factors that shape change and leadership opportunities; but the key characteristics of plurality, functionality, problem orientation and \"change space\" creation are likely to be common to all successful leadership-led change events.
Book
Authentic leader(ship) development and leaders' psychological well-being: an outcome-wide analysis
PurposeDespite a fast-growing interest in leadership development programs, there is limited research on the impacts of leadership development and a narrow focus on professional competencies as outcomes. The authors’ aim was to test whether authentic leadership development (ALD), an identity-based leadership development approach, is associated with positive changes in leaders' psychological well-being.Design/methodology/approachIn a large sample of leaders (N = 532) from five different ALD programs, the authors conducted a pre-registered outcome-wide analysis and tested within-person changes in key indicators of psychological well-being and explored individual differences moderating these changes.FindingsResults showed significant increases in self-concept clarity, sense of purpose in life and personal growth about two to three weeks after the programs ended. Changes in stress and health were not consistent. These changes did not differ across socio-demographic status (gender, age), work-related factors (leadership, industry and tenure) and most personality factors (extraversion, agreeableness, openness to experience). Those with high emotional variability experienced greater improvements in some outcomes of well-being while individuals with higher income and conscientiousness (who had high baseline self-concept clarity) experienced smaller improvements. Longer follow-up assessments were associated with smaller changes.Originality/valueAs one of the most comprehensive assessments of ALD outcomes to date, this study shows the potential of ALD for improving outcomes beyond leadership skills, the well-being of leaders, highlighting the return on value in leadership development and pointing to learning and development as a workplace well-being intervention.
Journal Article
Girls’ and young women’s leader identity development: a scoping review
Purpose
This scoping review aims to examine peer-reviewed literature related to girls’ (age 0–18) and young women’s (age 19–30) leader identity development.
Design/methodology/approach
This study uses a scoping review. A research librarian was consulted at the start of the project. Two sets of search terms (one for each age group) were identified and then used to find publications via our selected databases. The search results were uploaded to Covidence and evaluated using the determined inclusion and exclusion criteria. The final sample of articles for the review was analyzed using exploratory coding methods.
Findings
From the analysis, four domains were identified that influence girls’ and young women’s leader identity development: relationships, personal characteristics, meaningful engagement and social identities.
Originality/value
To the best of the authors’ knowledge, this is the first study to solely explore girls’ and young women’s leader identity development. The factors and domains identified provide useful guidance for future research and practice. The findings reveal considerations about leader identity that can inform the creation of effective leadership development initiatives for girls early in their lifespan. These interventions could provide girls with a strong leadership foundation that could drastically alter their leadership trajectories in adulthood. Previous research has conveyed the advantages of having more women participate in leadership. Thus, this potential not only benefits girls and women but organizations and society at large.
Journal Article
Change leadership in developing countries
\"In Change Leadership for Developing Countries, Franca Ovadje offers readers a comprehensive and integrative model for the design, implementation and evaluation of organizational change. This unique book embodies an African perspective, discussing the specific needs and issues associated with leading change within the institutional, economic, social, and cultural context of developing economies. Based on extensive research, as well as the first-hand experiences of managers who have led change initiatives in Africa, this book envisions a change leadership model based on conscious decision-making, rather than taking a prescriptive approach. With examples and case studies drawn from African organizations, this book is a vital tool for students and managers who are based in (or interact with) emerging economies\"-- Provided by publisher.
Book
Reconsidering Leadership Development: From Programs to Developmental Systems
We argue for reconsidering leadership development based on open systems theory and systems design principles. A primary advantage of open systems thinking is that it encourages holistic approaches to development and avoids episodic program-based training and piecemeal thinking. The latter approaches are both limited and limiting yet tend to be the preferred approach to leadership development in organizations. Open systems approaches to development offer numerous advantages both conceptually and pragmatically, especially through the incorporation of ongoing feedback cycles. Core practices that define a leadership development system are presented and implications are discussed.
Journal Article
Social franchising
\"At the intersection of social enterprise and micro finance literatures, this book reviews a variety of social franchising formats across a number of developing countries. Social franchising represents a third generation form of franchising development, after trade-name and business-format franchising. Opportunities and threats for social franchising forms are examined, including specifically social franchising, micro franchising. Detailed cases of Access Afya, World Vision and Sari Organic cover healthcare, agriculture and retailing sectors. Social franchising has the potential to change the way we live by scaling the social benefits of enterprises through standardization and replication, and by providing an impetus for economic renewal at the bottom of the pyramid. \"-- Provided by publisher.
Book
Let natural learning arise!: optimizing organizational learning through a customized leadership development program
Purpose
This paper examined a tiered leadership development program (LDP) designed to optimize natural organizational learning.
Design/methodology/approach
The heuristic design of the tiered LDP linked learning pragmatic to the leaders’ workplace to the LDP content instructed in real-time.
Findings
The longitudinal study showed that real-time connected natural learning and LDP instruction fortified the participants’ competencies systemically throughout the organization easily measured through continuous assessment and feedback from multiple sources.
Research limitations/implications
The study relied on assessment data perceived by workplace observers. Though perception bias is prevalent in studies dependent on qualitative feedback, the feedback in this study was useful to determine the heuristic value of the study parameters. Future research focused on identifying specific elements of natural learning influencing leadership development would enrich the customized content of the tiered LDP. Organizations considering a tiered LDP are cautioned to contemplate if their organization has the internal expertise to implement and facilitate such a program or require external affordable consultancies for the LDP.
Originality/value
This paper introduces a unique and comprehensive tiered leadership development program that promotes stackable and transferable learning symbiotic of leaders’ relationships and organizational tasks at a variety of organizational levels.
Journal Article