Developing holistic leaders: Four domains for leadership development and practice

Leadership development and practice have traditionally been quite narrow, with a decided focus on the analytical realm of leadership. However, the contemporary climate of corporate scandal and resultant loss of societal confidence, coupled with the evolving demands, needs, and expectations of employees, point to the potential need for a more holistic approach to leadership. Thus, this article proposes how management education and leadership development programs can develop holistic leaders that are adept at operating in the analytical, conceptual, emotional, and spiritual domains of leadership practice. An integrated model for holistic leadership development and practice that addresses all four of these domains is proposed, and grounded in both established and emerging leadership development theory. Additionally, a leadership development classification scheme is proposed based on classroom, job, and organizational contexts.     

Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development

Typically, firms consider leadership development (i.e., training focused on skills required for success in leadership roles) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. In recent years, however, scholars and practitioners have called for a new, more comprehensive approach that considers the organization as a system. Rather than considering succession planning and leadership development as distinctly different initiatives, organizations should work to create internal leadership pipelines that span entry-level employees to executives. To leverage potential advantages associated with instituting comprehensive leadership pipelines and to address practical concerns associated with risk and talent management, we propose the introduction of incremental investment in organization-wide leadership development programs via distinct, evaluative stages – a real options reasoning (ROR) approach to leadership. We argue that blending ROR with skills-based leadership models diversifies risk associated with investments in talent management and increases the ability for targeted, purposeful investment in potential organizational leaders.     

A multilevel, identity-based approach to leadership development

A frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system. An approach is described in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels (e.g., general manager and above). The separate areas of levels-of-analysis and leader identities are first discussed in terms of their respective relevance to leadership development. These are then discussed jointly in elaborating on a proposed development approach that integrates across organizational levels as well as levels of development (i.e., leader development and leadership development). In developing collective leadership identities, processes that involve participants in engaging across boundaries (functional, hierarchical, geographical) are recommended.     

Innovation in NTBFs: Does leadership really matter?

Innovation is considered to be a key contributor to both the long-term survival and development of superior competitiveness in New Technology-based Firms [NTBFs]. Many factors contribute to a firm’s differential innovation performance. According to the resource-based view of the firm, leadership is one of the key contributory resources. In this article, the relationship between innovation, leadership and performance is examined through a study of 194 NTBFs. The results suggest that the level of innovation, the likelihood of success and the development of the competences needed for effective innovation are influenced by the firm’s leadership style. In particular, it was found that the transformational/human resources leadership style is more conducive to innovation and the introduction of new products, whereas transactional leadership tends to be associated with the modification of existing products. The findings outline the attributes of each leadership style associated with innovation and provide practical guidelines to enable senior managers to consider leadership in the formulation and deployment of their innovation plan. Finally, the analysis indicates the need to consider and align leadership and approaches to innovation in order to achieve sustainable competitive performance.     

Review of Scandinavian leadership development programs: Open and closed customization

Leadership development programs (LDPs) have proliferated and diversified but still usually share the ambition of involving the participants’ on-the-job experiences. Yet, the dominant view hereof is crude, not acknowledging the variety of ways used to accomplish it. The Scandinavian context is illustrative for reviewing what we term ‘customization devices’ because of its tradition for LDPs with collective reflection, practice orientation, and broad participation. This review curates and synthesizes 31 studies evaluating empirical experiences with customization devices in Scandinavian university-based LDPs from no earlier than 2010. Such devices fall within three key categories, namely theories, cases, and relationships, and have three key effects: distancing from practice, dedicating to the program, and devising future action. Based on our findings, we challenge the dominant view that open enrollment programs cannot adequately mobilize participants’ experiences by theorizing the distinction between open and closed customization. The review further serves as a resource for LDP designers and instructors to carefully choose and mix customization devices that are complementary in their effects.     

Networks and leadership development: Building linkages for capacity acquisition and capital accrual

Social networks can aid the leadership development process through facilitating access to important developmental assignments and the acquisition of capabilities to handle associated challenges. Although much of the traditional focus of leadership development has been on building intrapersonal capabilities, functioning effectively as a leader necessitates the development of interpersonal capabilities associated with dyadic ties and relational capabilities associated with patterns of ties within networks. Such capabilities allow aspiring managers to accrue not only human capital, but social and system capital as well. Aspiring managers can tap task, career, and friendship/support networks to aid developmental and career success. Structure factors, including strategic choices, network characteristics, and the technological interface moderate the ability of managers to convert potential network contacts into significant leadership development and capital accrual. Personal factors also influence leadership development prospects. Overall, there are many ways in which network concepts associated with dyadic and relational levels of analysis can facilitate addressing the challenges that are key to leadership development.     

Motivational bases for managing diversity: A model of leadership commitment

Given the limited effectiveness of equal employment opportunity and affirmative action programs in promoting minorities in the U.S., the onus to advance women and minority groups may depend on the voluntary efforts from corporate America. In this paper, we apply a general theory of commitment to help explain why top executives may be committed to managing diversity in organizations. We propose that top executive commitment can stem from instrumental, normative, or affective bases. Specifically, top executives may be motivated because of utility maximization, a moral obligation, or a personal desire to be associated with a program of social importance and/or to leave a positive legacy. We further explore the implications of the three motivational bases of top executive commitment to managing diversity on firm diversity outcomes, and we offer some propositions which can serve as a basis for future research.     

Why leadership of public leadership research matters: and what to do about it

The tough-talking, take-charge, individualistic view of public leadership is alive and well throughout the world, despite the enthusiasm of leadership scholars for more shared, relational, and collectivist views. The times therefore seem especially appropriate for assessing the state of public leadership theory and research and charting a path forward to enhance understanding of the continued appeal of Great Person leadership and the promise of collective leadership. This essay considers the current public leadership context, highlights distinctive characteristics of public leadership, and provides an overview of recent public leadership research through a collective lens. We call for more attention to leadership theory from within public management and the broader leadership fields and to public value and public values in leadership theorizing and research. We suggest public leadership scholars roam more freely through the disciplines and experiment with a variety of methods beyond the traditional case study.     

Intercultural and sustainable leadership: A professional program for emerging educational leaders

This research reports on an investigation into the changing perspectives of educational leaders from the Asia‐Pacific region attending an AusAID‐funded Australian Leadership Award Fellowships (ALAF) program hosted by Australian Catholic University's (ACU National) Flagship for Creative and Authentic Leadership (the Flagship). The ALAF program aimed to strengthen the capacity of educational leaders from the Asia‐Pacific region to work more effectively in education systems and to better manage the competing demands of governments, education bureaucracies, educational organizations, and funding agencies. The research focused on how the Fellows viewed leadership, and how they viewed themselves as leaders before and at the conclusion of the program. What emerged was a growing interest in intercultural leadership and the concern for sustainable leadership.     

Leadership: A personnel economics approach

A theory of leadership is proposed and tested. Leaders perform many roles in a firm. They become leaders because they succeed at these tasks more than others and at least some of their successes are visible. The theory implies that leaders tend to be more able, place themselves in visible decision making situations more frequently and are generalists. Also, the most able leaders should be found in the highest variance industries, where decision making has the greatest payoff. The theory is tested using data on Stanford alumni and is confirmed. Leaders are generalists rather than specialists, both innately and in their pattern of skill acquisition.     

Propelling diverse leaders to the top: A developmental network approach

Scholars and practitioners are making a strong business case for greater representation of women and other underrepresented groups on senior management teams and boards. A model is developed that highlights how to create optimal developmental networks—groups of developers who help advance people's careers and personal growth—that can assist in propelling diverse leaders into the upper echelons of their organizations and board positions. Several literature streams are integrated in order to identify developmental networks that will help diverse leaders overcome barriers to breaking the glass ceiling in greater numbers. Numerous strategies intended to shape diverse leaders' network structure and content are discussed, as are contextual challenges that may inhibit optimal networks' development. Lastly, theoretical and practical implications for individuals and organizations are highlighted.     

Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control

Leaders work in highly stressful environments, yet few leadership development efforts have focused on managing work stress. We posit that self- and shared leadership practices can help leaders manage high job demands and increase long-term job control. We examine the effects of high-strain jobs; identify the outcomes of active jobs, and highlight physical fitness as a key strategy of, and flow as a natural outcome of self- and shared leadership. We argue that self- and shared leadership, and the consequent and entailed fitness and flow benefits, support healthful regeneration and increased engagement and are thus vital to the leader's ability to manage work stress and create an active work environment. Our multi-disciplinary model offers a proactive way for leaders to manage the stressful demands of today's work environments.     

Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit

In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.     

Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks

Professional networks help employees accomplish work tasks, progress in their careers, and thrive personally. Decades of research suggest that achieving these outcomes requires more than simply amassing 'more' network contacts. Instead, networks with certain characteristics (e.g., networks that are open, diverse, and deep) enhance effectiveness. Network training teaches trainees about effective networks and helps trainees identify their network development needs by providing feedback on their current network. Once back on the job, trainees are assumed to take appropriate actions to develop their networks. However, our research and experience training MBA students, executives, and employees at all levels suggest that trainees often struggle to develop their networks after training. We studied 119 trainees engaged in network training and development to understand why. Our investigation revealed that many trainees fail to set network development goals that match their personalized feedback, identify strategies that match their goals, and take actions to develop networks that match their strategies. These mismatches create gaps in the bridge that trainees build to take themselves from network training to development. Further, even after building strong bridges by aligning their feedback, goals, strategies, and actions, many trainees encounter on-the-job barriers that prevent them from improving the effectiveness of their network. We offer a guide to help address translational gaps and mitigate on-the-job barriers, thereby enhancing the translation of network training insights into network development.     

Assessing public leadership styles for innovation: a comparison of Copenhagen,Rotterdam and Barcelona

This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.     

Environmental leaders: making a difference. A typology of environmental leaders and recommendations for a differentiated policy approach

In the literature, environmental leaders are often implicitly considered as a homogeneous group of companies. In addition, this proposition underlies much public policymaking that is aimed at supporting companies that go green'. A recent exploratory study conducted in the Netherlands however revealed that environmental leaders are often rather heterogeneous – even if they operate in the same sector. Differences are particularly related to incentives for and barriers to environmental leadership. In this paper we develop a typology of environmental leaders and provide recommendations for a differentiated and more effective public policy approach to supporting environmental leaders. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

A data envelopment analysis game theory approach for constructing composite indicator: An application to find out development degree of cities in West Azarbaijan province of Iran

Data envelopment analysis (DEA) model has been widely applied for constructing composite indicator and finding development degree of areas. With the increasing number of indicators, the distinguish power of DEA model is decreased. In this paper, in order to increase distinguish power in DEA model and find out the fair weights in cross-efficiency DEA context, the game theory approach is applied. The DEA-Game theory approach is used to rank cities in West Azarbaijan province of Iran. First, 68 suitable indicators are determined and then, the indicators are classified in 10 sectors. Finally, the actual data for year 2013 is gathered and DEA-Game theory model is applied. To verify and validate the DEA-Game theory approach, simple additive weighting (SAW) and TOPSIS methods are used and the results are compared. The Spearman correlation between DEA-Game, SAW and TOPSIS models shows that the DEA-Game theory model is suitable for constructing the composite indicators.     

中国城镇化发展效率和制度创新路径

“新常态”发展阶段国家建设的中心任务已调整为通过产业布局优化调整促进各类要素资源高效集约配置,提高经济发展的整体质量。在这一进程中,城镇化是核心驱动力。针对新型城镇化战略目标,本文通过对中国132个地级以上城市规模分布的对数正态、帕累托、齐普夫分析,比较了东部地区和中西部地区城镇化效率的差异,揭示了影响因素,进而指出落实新型城镇化战略的关键是改革现有制度安排,促进人口充分流动,实现城市规模的最优分布。关键词城镇化城市规模发展效率制度创新