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LEADERSHIP DEVELOPMENT PROGRAMS: AN INTEGRATED REVIEW OF LITERATURE

Year 2014, Volume: 9 Issue: 1, 137 - 146, 01.06.2014

Abstract

Though organizations worldwide utilize leadership development programs (LDPs), discussions about the topic have been sporadic. LDPs have only recently been analyzed by researchers and questions remain about why they should be offered; who should participate; what should take place; and when it should occur. While organizations across the globe preach about the importance of employing strong leaders, few can successfully measure and demonstrate the effectiveness of their own leadership development programs. As such, management teams find themselves in a tough position when it comes to spending training dollars in general and for LDPs in particular. In a troubled economy with margins tighter than ever before, Human Resource Development (HRD) professionals are being asked to demonstrate how investing in LDPs strengthen the organization. Not surprisingly, the answers remain vague and uninspiring. This paper reviews the literature on LDPs, discusses major issues inhibiting the effectiveness of LDPs, and explores responses to the questions raised here

References

  • Akdere, M. (2007). A multi-level examination of leadership practices in quality management:
  • Implications for organizational performance in healthcare. International Journal of Learning and Change, 2(3), 325-3
  • Amagoh, F. (2009). Leadership development and leadership effectiveness. Management Decision, 47(6), 989- 9 doi: 10.1108/00251740910966695.
  • Antal, J. (2013). Strength for the future: The north Texas chapter AUSA leadership program. Army Magazine, 47
  • Ardichvili, A., & Manderscheid, S. V. (2008). Emerging practices in leadership development: An introduction. Advances in Developing Human Resources, 10(5), 619-631.
  • Atwater, L. E., Dionne, S. D., Avolio, B., Camobreco, J. F., & Lav, A. W. (1999). A longitudinal study of the leadership development process: Individual differences predicting leader effectiveness. Relations, 52(12), 1543-1562. Human
  • Avolio, B. J. (2005). Leadership development in balance: Made/born. Mahwah, NJ: Lawrence Erlbaum Associates, Inc.
  • Avolio, B. J., Avey, J. B., & Quisenberry, D. (2010). Estimating return on leadership development investment.
  • The Leadership Quarterly, 21(4), 633-644. Bolden, R. (2005). What is leadership development? Purpose and practice. [Research Report 2]. University of
  • Exeter: Center for Leadership Studies. Retrieved from http://www.authenticchange.com/blog/wp- content/uploads/2011/06/leadership-development-purpose-and-practice.pdfBoyce, L. A., Jackson, R. J.,
  • & Neal, L. J. (2010). Building successful leadership coaching relationships: Examining impact matching criteria in a leadership coaching program. The Journal of Management Development, 29(10), 914-931.
  • Boyce, L. A., Zaccaro, S. J., & Wisecarver, M. Z. (2010). Propensity for self-development of leadership attributes: Understanding, predicting, and supporting performance of leader
  • Leadership Quarterly, 21(1), 159-178. self-development. The Collins, D. B., & Holton III, E. F. (2004). The effectiveness of managerial leadership development Quarterly, 15(2), 217- programs: A meta-analysis of studies from 1982 to 2001. Human Resource 2
  • Development. (n.d.). In Merriam-Webster’s online dictionary. Retrieved from http://www.merriam- webster.com/dictionary/development. Ely, K., Boyce, L. A., Nelson, J. K., Zaccaro, S. J., Hernez-Broome, G., & Whyman, W. (2010). Evaluating leadership coaching: A review and integrated framework. The Leadership 5 Quarterly, 21(4), 585
  • Foti, R. J., & Hauenstein, N. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92(2), 347-355.
  • Goldsmith, M. (2000). Coaching for behavioral change. In M. Goldsmith, L. Lyons, & A. Freas (Eds.),
  • Coaching for Leadership (pp. 21-26). San Francisco, CA: Jossey-Bass/Pfeiffer.\ Hannum, K., Martineau, J. W., & Reinelt, C. (2007). The handbook of leadership development evaluation. San
  • Francisco, CA: Jossey-Bass. Hart, R. K., Conklin, T. A., & Allen, S. J. (2008). Individual leader development: An appreciative inquiry approach. Advances in Developing Human Resources, 10(5), 632-650.
  • Judge, T. A., Bono, J. E., Ilies, T., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765-780.
  • Kaye, B. (1993). Career development—Anytime, anyplace. In M. Goldsmith, L. Lyons, & A.
  • Freas (Eds.), Coaching for Leadership (235-244). San Francisco, CA: Jossey-Bass. Komives, S. (2011). College student leadership identity development. In S. E. Murphy, & R. J. Reichard
  • McDermott, M., Levenson, A., & Newton, S. (2007). What coaching can and cannot do for your organization.
  • Human Resource Planning, 30, 30-37. Murphy, S. E., & Johnson, S. K. (2011). The benefits of a long-lens approach to leader development:
  • Understanding the seeds of leadership. The Leadership Quarterly, 22(3), 459-470. Northouse, P. G. (2010). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.
  • Orvis, K. A., & Ratwani, K. L. (2010). Leader self-development: A contemporary context for leader development evaluation. The Leadership Quarterly, 21(4), 657-674.
  • Phelan, S. E., & Lin, Z. (2001). Promotion systems and organizational performance: A contingency model. Computational & Mathematical Organization theory, 7, 27-232.
  • Solansky, S. T. (2010). The evaluation of two key leadership development program components: Leadership skills assessment and leadership mentoring. The Leadership Quarterly, 21(4), 675-6
  • Sternberg, R. (2011). The purpose of college education: Producing a new generation of positive leaders. In S.
  • E. Murphy, & R. J. Reichard (Eds.), Early development and leadership: Building the next generation of leaders (pp. 293–308). New York: Psychology Press/Routledge.

LEADERSHIP DEVELOPMENT PROGRAMS: AN INTEGRATED REVIEW OF LITERATURE

Year 2014, Volume: 9 Issue: 1, 137 - 146, 01.06.2014

Abstract

Though organizations worldwide utilize leadership development programs (LDPs), discussions about the topic
have been sporadic. LDPs have only recently been analyzed by researchers and questions remain about why they
should be offered; who should participate; what should take place; and when it should occur. While
organizations across the globe preach about the importance of employing strong leaders, few can successfully
measure and demonstrate the effectiveness of their own leadership development programs. As such,
management teams find themselves in a tough position when it comes to spending training dollars in general and
for LDPs in particular. In a troubled economy with margins tighter than ever before, Human Resource
Development (HRD) professionals are being asked to demonstrate how investing in LDPs strengthen the
organization. Not surprisingly, the answers remain vague and uninspiring. This paper reviews the literature on
LDPs, discusses major issues inhibiting the effectiveness of LDPs, and explores responses to the questions raised
here. 

References

  • Akdere, M. (2007). A multi-level examination of leadership practices in quality management:
  • Implications for organizational performance in healthcare. International Journal of Learning and Change, 2(3), 325-3
  • Amagoh, F. (2009). Leadership development and leadership effectiveness. Management Decision, 47(6), 989- 9 doi: 10.1108/00251740910966695.
  • Antal, J. (2013). Strength for the future: The north Texas chapter AUSA leadership program. Army Magazine, 47
  • Ardichvili, A., & Manderscheid, S. V. (2008). Emerging practices in leadership development: An introduction. Advances in Developing Human Resources, 10(5), 619-631.
  • Atwater, L. E., Dionne, S. D., Avolio, B., Camobreco, J. F., & Lav, A. W. (1999). A longitudinal study of the leadership development process: Individual differences predicting leader effectiveness. Relations, 52(12), 1543-1562. Human
  • Avolio, B. J. (2005). Leadership development in balance: Made/born. Mahwah, NJ: Lawrence Erlbaum Associates, Inc.
  • Avolio, B. J., Avey, J. B., & Quisenberry, D. (2010). Estimating return on leadership development investment.
  • The Leadership Quarterly, 21(4), 633-644. Bolden, R. (2005). What is leadership development? Purpose and practice. [Research Report 2]. University of
  • Exeter: Center for Leadership Studies. Retrieved from http://www.authenticchange.com/blog/wp- content/uploads/2011/06/leadership-development-purpose-and-practice.pdfBoyce, L. A., Jackson, R. J.,
  • & Neal, L. J. (2010). Building successful leadership coaching relationships: Examining impact matching criteria in a leadership coaching program. The Journal of Management Development, 29(10), 914-931.
  • Boyce, L. A., Zaccaro, S. J., & Wisecarver, M. Z. (2010). Propensity for self-development of leadership attributes: Understanding, predicting, and supporting performance of leader
  • Leadership Quarterly, 21(1), 159-178. self-development. The Collins, D. B., & Holton III, E. F. (2004). The effectiveness of managerial leadership development Quarterly, 15(2), 217- programs: A meta-analysis of studies from 1982 to 2001. Human Resource 2
  • Development. (n.d.). In Merriam-Webster’s online dictionary. Retrieved from http://www.merriam- webster.com/dictionary/development. Ely, K., Boyce, L. A., Nelson, J. K., Zaccaro, S. J., Hernez-Broome, G., & Whyman, W. (2010). Evaluating leadership coaching: A review and integrated framework. The Leadership 5 Quarterly, 21(4), 585
  • Foti, R. J., & Hauenstein, N. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92(2), 347-355.
  • Goldsmith, M. (2000). Coaching for behavioral change. In M. Goldsmith, L. Lyons, & A. Freas (Eds.),
  • Coaching for Leadership (pp. 21-26). San Francisco, CA: Jossey-Bass/Pfeiffer.\ Hannum, K., Martineau, J. W., & Reinelt, C. (2007). The handbook of leadership development evaluation. San
  • Francisco, CA: Jossey-Bass. Hart, R. K., Conklin, T. A., & Allen, S. J. (2008). Individual leader development: An appreciative inquiry approach. Advances in Developing Human Resources, 10(5), 632-650.
  • Judge, T. A., Bono, J. E., Ilies, T., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765-780.
  • Kaye, B. (1993). Career development—Anytime, anyplace. In M. Goldsmith, L. Lyons, & A.
  • Freas (Eds.), Coaching for Leadership (235-244). San Francisco, CA: Jossey-Bass. Komives, S. (2011). College student leadership identity development. In S. E. Murphy, & R. J. Reichard
  • McDermott, M., Levenson, A., & Newton, S. (2007). What coaching can and cannot do for your organization.
  • Human Resource Planning, 30, 30-37. Murphy, S. E., & Johnson, S. K. (2011). The benefits of a long-lens approach to leader development:
  • Understanding the seeds of leadership. The Leadership Quarterly, 22(3), 459-470. Northouse, P. G. (2010). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.
  • Orvis, K. A., & Ratwani, K. L. (2010). Leader self-development: A contemporary context for leader development evaluation. The Leadership Quarterly, 21(4), 657-674.
  • Phelan, S. E., & Lin, Z. (2001). Promotion systems and organizational performance: A contingency model. Computational & Mathematical Organization theory, 7, 27-232.
  • Solansky, S. T. (2010). The evaluation of two key leadership development program components: Leadership skills assessment and leadership mentoring. The Leadership Quarterly, 21(4), 675-6
  • Sternberg, R. (2011). The purpose of college education: Producing a new generation of positive leaders. In S.
  • E. Murphy, & R. J. Reichard (Eds.), Early development and leadership: Building the next generation of leaders (pp. 293–308). New York: Psychology Press/Routledge.
There are 29 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Michael J. Kırchner This is me

Mesut Akdere This is me

Publication Date June 1, 2014
Published in Issue Year 2014 Volume: 9 Issue: 1

Cite

APA Kırchner, M. J., & Akdere, M. (2014). LEADERSHIP DEVELOPMENT PROGRAMS: AN INTEGRATED REVIEW OF LITERATURE. Bilgi Ekonomisi Ve Yönetimi Dergisi, 9(1), 137-146.