leadership development

(noun)

Any activity that enhances the quality of leadership within an individual or organization.

Related Terms

Examples of leadership development in the following topics:

  • Developing Leadership Skills

    • Leadership skills can be learned, and leadership development benefits individuals and organizations.
    • Leadership development refers to any activity that enhances the capability of an individual to assume leadership roles and responsibilities.
    • The quality and nature of the leadership development program, including its structure and content
    • Another well-known model of leadership development is used by the General Electric Corporation.
    • Discuss the varying perspectives and models that surround the leadership development field, as well as the importance of leadership development

  • Leadership Styles

    • Cohen, the senior vice president for Right Management's Leadership Development Center of Excellence, describes the engaging leadership style as communicating relevant information to employees and involving them in important decisions.
    • This leadership style can help retain employees for the long term.
    • Under the autocratic leadership style, decision-making power is centralized in the leader.
    • Bass used Burns's ideas to develop his own theory of transformational leadership.
    • Different situations call for particular leadership styles.

  • A Blended Approach to Leadership

    • The full-range leadership theory blends the features of transactional and transformational leadership into one comprehensive approach.
    • The full-range theory of leadership seeks to blend the best aspects of transactional and transformational leadership into one comprehensive approach.
    • Management researcher Bernard Bass developed the Multifactor Leadership Questionnaire (MLQ), consisting of 36 items that reflect the leadership aspects associated with both approaches.
    • The MLQ is used to help leaders discover how their followers perceive their behaviors, so they can develop their leadership abilities.
    • Assess the intrinsic value of blending transactional leadership behaviors with transformational leadership behaviors

  • The Trait-Theory Approach

    • Understanding the importance of these traits can help organizations select, train, and develop leaders.
    • Proximal characteristics are traits that are malleable and can be developed over time.
    • The model rests on two basic premises about leadership traits.
    • This diagram visually represents Zaccaro's theory that distal attributes (e.g., cognitive abilities, personality, values) serve as precursors for the development of proximal personal characteristics (e.g. social skills, problem-solving skills), both of which contribute to leadership.
    • Explain the relevance of the trait approach in defining and promoting useful leadership development in the workplace

  • Leadership Model: University of Michigan

    • The Michigan behavioral studies are an important link in the ongoing development of behavioral theory in a leadership framework.
    • The recognition of leaders and the development of leadership theory have evolved over centuries.
    • This theoretical evolution has progressed over time, from identifying individual personalities or characteristics to formal studies related to what constitutes leadership and why leadership is or is not successful.
    • Leadership research continues as scholars observe, identify, and promote the emergence of new leadership styles and behaviors in the 21st century.
    • Discuss the Michigan Leadership Studies generated in the 1950s and 1960s in the broader context of behavioral approaches to leadership

  • Shared Leadership

    • Shared leadership means that leadership responsibilities are distributed within a team and that members influence each other.
    • Unlike traditional notions of leadership that focus on the actions of an individual, shared leadership refers to responsibilities shared by members of a group.
    • Shared leadership can involve all team members simultaneously or distribute leadership responsibilities sequentially over the group's duration.
    • Leadership roles may be assigned based on expertise and experience.
    • An external coach can provide guidance and advice to the team and also help individuals develop their leadership skills.

  • Four Theories of Leadership

    • Theories of effective leadership include the trait, contingency, behavioral, and full-range theories.
    • For a number of years, researchers have examined leadership to discover how successful leaders are created.
    • Fiedler's contingency model of leadership focuses on the interaction of leadership style and the situation (later called situational control).
    • They evaluated what successful leaders did, developed a taxonomy of actions, and identified broad patterns that indicated different leadership styles.
    • The full-range theory of leadership is a component of transformational leadership, which enhances motivation and morale by connecting the employee's sense of identity to a project and the collective identity of the organization.

  • Leadership Traits

    • These models rests on two basic premises about leadership traits.
    • First, leadership emerges from the combined influence of multiple traits, as opposed to coming from various independent traits.
    • The second premise suggests that leadership traits differ in their proximal (direct) influence on leadership.
    • In this multistage model, certain distal or remote attributes (such as personal attributes, cognitive abilities, and motives/values) serve as precursors for the development of personal characteristics that more directly shape a leader.
    • Summarize the key characteristics and traits that are predictive of strong leadership capacity

  • The GLOBE Project

    • The GLOBE Research Project is an international group of social scientists and management scholars who study cross-cultural leadership.
    • Under the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Project, an international group of social scientists and management scholars studied cross-cultural leadership.
    • They used qualitative methods to assist their development of quantitative instruments.
    • Known as the six GLOBE dimensions of culturally endorsed implicit leadership, these leadership dimensions include:
    • Logo for the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Project.

  • Servant Leadership

    • Servant leadership involves taking responsibility for actively contributing to the well-being of people and communities.
    • A servant leader regards people's needs and identifies ways to help them to solve problems and promote personal development.
    • Spears identified ten characteristics that are central to servant leadership:
    • Commitment to the growth of people: A servant leader is responsible for nurturing others and for their learning and development.
    • Define servant leadership using the behaviors and characteristics described by Larry C.