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Jun 1, 2011 · Emotional, social and cognitive intelligence competencies predict effectiveness in professional management and leadership roles in many sectors of society. In addition, these competencies can be developed in adults.
- Richard E. Boyatzis
- 2011
May 13, 2020 · Analysis using a phenomenographic approach revealed six categories and different ways of understanding leadership development: (1) one’s own development, (2) fulfilling a leadership role, (3) personal development, (4) leader and organizational development, (5) collective leadership development, and (6) human development.
- Sofia Kjellström, Kristian Stålne, Oskar Törnblom
- 2020
Jan 5, 2022 · Leadership ranks high among the best predictors of employees’ psychological empowerment, yet little is known about which leadership styles prove more effective than others. This meta-analysis investigates the effects of four leadership styles on psychological empowerment.
- 1.1 Introduction
- 1.2.2 Chapter 3: Evidenced-based Management and Leadership—Rob B. Briner and Neil D. Walshe
- 1.2.4 Chapter 5: Do I Trust You to Lead the Way?— Michelle C. Bligh and Jeffrey C. Kohles
- 1.2.5 Chapter 6: Leader–Culture Fit—Gary N. Burns, Lindsey Kotrba, and Daniel Denison
- 1.2.7 Chapter 8: Leadership and Employee Well-being—Emma Donaldson-Feilder, Fehmidah Munir, and Rachel Lewis
- 1.2.8 Chapter 9: Transformational Leadership and Psychological Well-being—Kara A. Arnold and Catherine E. Connelly
- 1.2.9 Chapter 10: Making the Mindful Leader— Jeremy Hunter and Michael Chaskalson
- 1.2.10 Chapter 11: The Future of Leadership— David V. Day and John Antonakis
- 1.3 Part II: Change
- 1.3.2 Chapter 13: Positive Psychology and Appreciative Inquiry—Stefan P. Cantore and David L. Cooperrider
- 1.3.3 Chapter 14: Participation and Organizational Commitment during Change—Rune Lines and Marcus Selart
- 1.3.4 Chapter 15: Development Approaches to Enhancing Organizational Creativity and Innovation—Jane Henry
- 1.3.7 Chapter 18: Culture and Change in Developing Western Countries—Anthony Montgomery
- 1.4.2 Chapter 20: The Application of Systems Theory to Organizational Diagnosis—Arthur M. Freedman
- 1.4.3 Chapter 21: Organization Development Research Interventions—David Coghlan and A.B. (Rami) Shani
The three topics of this volume—leadership, change, and organization development (OD)—can be viewed as three separate and distinct organizational topics or they can be understood as three distinct lenses viewing a common psycho-organizational process. We begin the volume with a comprehensive treatment of leadership primarily because we view leaders...
In this chapter, Briner and Walshe focus on evidence-based management. The chapter ini-tially reviews the origins of the approach, before describing evidence for its utility and use in practice. It then moves on to a discussion of the challenges encountered in managing within an organization in an evidence-based way. 1.2.3 Chapter 4: Psychodynamic ...
This chapter explores trust and mistrust in leader–follower relations. Authors Bligh and Kohles provide a literature review of papers that highlight the importance of trust within this relationship, moving from a focus on the role of trust, to the antecedents and consequences of the relationship, to less-studied areas such as the transfer of trust ...
In this chapter, Burns, Kotrba, and Denison explore the psychological fit of an organiza-tion’s culture and its leadership. The authors argue that although the fit between a leader’s behavior and the culture in which they work holds important implications for managers and organizations, little empirical evidence has been explored in this area. They...
In this chapter, Donaldson-Feilder, Munir, and Lewis provide a review of recent literature focusing on three aspects of the leader–employee relationship: how leadership affects stress and exposure to hazards; the role of leadership in employee sickness absence and return to work; and the newly-emerging area of leadership and employee engagement.
Arnold and Connelly continue the review by presenting a critical analysis of research linking transformational leadership and employee psychological well-being. They also explore the relationship from a different viewpoint, looking at the effect of enacting transformational leadership behaviors on the psychological well-being of the leader themselv...
In this chapter, Hunter and Chaskalson present an argument that the practice of mindful-ness, and therefore provision of mindfulness training to leaders, could be a powerful and effective way of helping leaders meet the adaptive and complex challenges of the current working world. Hunter and Chaskalson describe the issues facing leaders at present,...
Finally, Day and Antonakis conclude Part I with a chapter on the future of leadership. They start with a brief overview of changes in leadership theory across the past decade, before describing four emerging pathways for leadership research: construct definition, process models, the development of leaders and leadership, and the use of stronger met...
In this part, the contributing authors present and discuss what we currently know about the process of change, particularly in an organizational context: (1) how theorists and scholars, both contemporary and historical, have viewed and understood organizational change; (2) what principles are fundamental to change; (3) what general strategies for c...
This chapter provides an extensive and thorough discussion of the application of positive psychology (PP) and appreciative inquiry (AI) to the process of change in general and of organizational change in particular. These authors trace the shift in organizational-change thinking from “modernist” approaches to “organizational change” (i.e. assessmen...
The notion that employee/manager participation in planning and decision-making leads to commitment or ownership and is therefore critical to the success of organizational change makes it a cornerstone of most contemporary organizational-change strategies. Although it is so central to modern OD&C and change-management strategies, the evi-dence to su...
It is quite reasonable to associate creativity with change; by definition, organizational change requires a break from the status quo, which in turn requires members of the orga-nization to look at their business, clients, and organizational opportunities in new and novel ways. In this chapter, Henry provides a comprehensive review of the many face...
In this chapter, Montgomery addresses the intersection between culture and change with specific reference to the developing countries of Eastern Europe. This is an important analysis, since most theories of organizational change implicitly assume that the strategies and principles that have worked in the context of more advanced and developed count...
Freedman offers a history of conceptual mental models of organizational systems that have served to both educate organizational leaders and guide OD practitioners in diagnosing, planning, and implementing complex systems change. He points out that organizational leaders must feel dissatisfied with the status quo before they are likely to consider e...
Coghlan and Shani offer their perspective that the practice of OD is based upon two foun-dational processes: action research (AR) and collaborative management research (CMR). They define and specify the relationships between these two processes, and compare and contrast “diagnostic OD” with “dialogic OD”; they believe that AR and CMR exemplify dial...
- Leadership is about ‘us’, and for all of us. It’s easy to imagine that leadership is the province of great individuals who have the personality, vision and drive to change the world.
- Be an example for employee wellbeing. Leaders need to see themselves as role models for healthy behaviour. Professor Gail Kinman (University of Bedfordshire) says: ‘If you expect staff to go home on time but you often work late, they will follow your lead.
- Good meetings demonstrate good leadership. Tip: Respect your team’s time and only hold meetings for a specific purpose.
- Develop your leadership potential away from the workplace. According to Professor Kevin Kniffin and collaborators from Cornell University, people who play competitive youth sports tend to show more leadership, self-respect, and self-confidence when surveyed decades after their playing days. ‘
Jan 25, 2022 · This review: (1) briefly outlines the development of competence-based models; (2) presents difficulties when defining and delineating differences between competences, skills, and abilities; (3)...
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Aug 4, 2020 · We propose that distinct leadership competencies differ in their development over time. Extending the integrative model of leader development (Day et al., 2009), we further propose that leader identity will form complex relationships with leadership competencies over time.
