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Zeitschriftenartikel zum Thema "Leadership theory":
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Goodson, Jane R., Gail W. McGee und James F. Cashman. „Situational Leadership Theory“. Group & Organization Studies 14, Nr. 4 (Dezember 1989): 446–61. http://dx.doi.org/10.1177/105960118901400406.
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Norris, William R., und Robert P. Vecchio. „Situational Leadership Theory“. Group & Organization Management 17, Nr. 3 (September 1992): 331–42. http://dx.doi.org/10.1177/1059601192173010.
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Pearce, Craig L., Jay A. Conger und Edwin A. Locke. „Shared leadership theory“. Leadership Quarterly 18, Nr. 3 (Juni 2007): 281–88. http://dx.doi.org/10.1016/j.leaqua.2007.03.009.
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Pearce, Craig L., Jay A. Conger und Edwin A. Locke. „Shared leadership theory“. Leadership Quarterly 19, Nr. 5 (Oktober 2008): 622–28. http://dx.doi.org/10.1016/j.leaqua.2008.07.005.
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Raelin, Joseph A., Stephen Kempster, Howard Youngs, Brigid Carroll und Brad Jackson. „Practicing leadership-as-practice in content and manner“. Leadership 14, Nr. 3 (01.02.2018): 371–83. http://dx.doi.org/10.1177/1742715017752422.
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A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical leadership theory, its approach to power, and its practicality. Emerging issues in leadership-as-practice theory and application are also reviewed.
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Horowitz, Shale, und Min Ye. „Leadership preferences and ethnic bargaining: theory and illustrations“. Indian Growth and Development Review 13, Nr. 2 (18.10.2019): 353–89. http://dx.doi.org/10.1108/igdr-07-2019-0070.
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Purpose In explaining ethno-territorial conflicts, leadership preferences have an odd status. In case studies, leadership preferences are often viewed as highly significant causes but are not usually defined and measured explicitly. In large-sample statistical studies, leadership preferences are only captured by weakly related proxy variables. This paper aims to fill this gap by developing suitable theory, which can be used consistently in both case study and statistical applications. Design/methodology/approach Formal bargaining models are used to examine the expected impact of variation in leadership preferences. Relevant leadership characteristics are then used to construct measures of variation in leadership preferences, which are applied in case studies. Findings In bargaining models, variation in leadership preferences is expected to have a significant impact on ethno-territorial conflict outcomes. More extreme nationalist leaders and, more conditionally, strongly power-seeking leaders, should be more likely to be willing to use force to modify the status quo – although more moderate nationalist leaderships are also willing to do so under certain conditions. In five case studies, these formally derived hypotheses receive initial empirical support. Originality/value Theoretically and empirically, further refinement of research on variation in leadership preferences promises to add significant value. Formally, it is worth investigating the expected impact of additional preference types. Empirically, it is important to invest in measures of leadership preferences across large samples.
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Lakshman, C. „A theory of leadership for quality: Lessons from TQM for leadership theory1“. Total Quality Management & Business Excellence 17, Nr. 1 (Januar 2006): 41–60. http://dx.doi.org/10.1080/14783360500249729.
Wood, Gabrielle M. „Authentic leadership do we really need another leadership theory? /“. Fairfax, VA : George Mason University, 2007. http://hdl.handle.net/1920/2921.
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Thesis (Ph. D.)--George Mason University, 2007. Title from PDF t.p. (viewed Jan. 22, 2008). Thesis director: Stephen J. Zaccaro. Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology. Vita: p. 118-119. Includes bibliographical references (p. 109-117). Also available in print.
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De, Souza P. R. „Leadership, participation and democratic theory“. Thesis, University of Sussex, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.375153.
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This dissertation develops an economic theory of leadership based on assignment of information. Common theories assume that organizations exist to reduce transaction costs by replacing imperfect markets with incomplete long term contracts that give managers the power to command subordinates. This view reverses all of these premises: I study an organization in which it is costless to transmit and process information, contracts exist in the backgound if at all, and agents are not bound to the organization. The organization is held together by economies of scale in generating information and by the advantages of controlling access to that information. The minimalist model of organizations produces a minimalist theory of leadership: leaders have no special talent but are leaders simply because they are given exclusive access to certain information. A single leader induces a first best outcome if his incentives are aligned with his subordinates. If a single leader is not credible, then diluting the power of leadership by appointing multiple informed leaders can ensure credibility and improve e.ciency but can not produce the first best. If agents are di.erentiated by their costs of cooperation the most cooperative player is not necessarily the best leader. In this scenario, the ability of the group to sustain fully cooperative outcomes may depend on the player with the least propensity to cooperate. Therefore, to maximize e.ciency (i.e., to maximize the range of circumstances in which e.cient cooperation is sustainable), the group should sometimes promote less cooperative people. Here, "less cooperative" means lazy or busy rather than disagreeable. This dissertation also applies the idea of leadership (endorsement) to voluntary provision of public goods. I show that when the leader is unable to fully reveal his information expected contributions, ex-ante, are unambigeously higher in the leader-follower setting. That is partial revelation of information induces more contribution compared to full revelation or complete information. I also show that if the utility functions are linear then ex-ante welfare is unambigeously higher in the presence of an informed endorser. Ph. D.
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Hess, Clara E. „Trust in Leadership: The Role of Implicit Leadership Theory Congruence“. NCSU, 2010. http://www.lib.ncsu.edu/theses/available/etd-03252010-120318/.
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Research on trust has increased in recent years as has research on implicit leadership theory (ILT). However, there is a paucity of research on the relationship between ILT and trust in leadership. The purpose of this research was to investigate three antecedents of trust in leadership; ability, benevolence, and integrity. In addition, I explored how a) leader-follower ILT congruence and b) congruence between follower ILT and their perceptions of leadersâ ILT relevant behaviors relate to ability, benevolence, and integrity. Results are based on a sample of 308 temporary summer camp employees who completed the study questionnaires at two time points. Results indicated that ability, benevolence, and integrity were all related to trust in leadership. Leader-follower ILT congruence was related to ability and benevolence, but not integrity. Congruence between follower ILT and leadersâ ILT relevant behaviors was related to ability and integrity, but not benevolence. This study extended the previous work on trust and ILTs. Implications of the results and future research directions are discussed
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Gaines, Kathryn Ann. „A Communicative Theory of Leadership Practice“. Antioch University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1193149740.
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Robertson, Grant. „Distributing team leadership : a grounded theory study of how followers exercise leadership“. UWA Business School, 2009. http://theses.library.uwa.edu.au/adt-WU2010.0039.
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The complex social phenomenon of leadership has been of interest for thousands of years and the subject of formal scientific research for over a century. The individual (sole) leader has been the focus of majority of the studies and leader-follower dyads have featured prominently in the identification of leader behaviours The paradigm has shifted, from the early quantitative approach to the most recent 'new leadership' perspectives which include theories such as transformational, charismatic and visionary leadership. Non-leaders (labelled followers and sometimes subordinates) have received little research attention despite being in the majority in teams. This study examined the research question, 'How do followers exercise leadership?' Approaching the question using grounded theory research methodology, leadership behaviours were studied in 48 seven- to nine-person teams of Year 11 male students attending an outdoor leadership program in one of two consecutive years in South Africa. The qualitative research was based on (1) data collected and analysed from observations in the field, including an extensive video record; (2) semi-structured interviews with course participants and staff; and (3) in-course leadership review documents. This research extends the existing theory of distributed leadership by defining and clarifying particular processes and skills of how followers in this study exercised leadership. Influence is central to leadership and also the core category in this study. In the context of the substantive field, theoretical propositions generated by the research include that team members are generally concerned about contributing and belonging and, when leading, focus on initiating or taking charge of influencing. Instead of being limited to a single leader, the leading role is distributed amongst team members, though not necessarily in equal proportion. In all teams, more than one member exercised leadership, and in most teams every member exercised some leadership behaviour during the four day program. Depending on context, followers exercised leadership by employing one or more of eight influencing behaviours and switching from following to leading roles. Communicating and listening emerged as core leadership behaviours, vital to team processes and most frequently used. Coordinating and motivating were identified as key influencing behaviours, regularly used and important to team processes. Risking, anchoring, mediating and channelling were categorised as situational influencing behaviours, used less frequently, based on context. This research articulates the mechanism whereby team members switch between leading, following and sometimes nominal member roles. Insights are provided of how individuals in a team may, for a period of time, occupy a leading role and then, at other times, occupy a following role. Occupying these roles is not related to formal assignment of roles. This study not only shows that followers play a greater role in leadership than existing literature on research indicates, but it also defines eight influencing behaviours used to exercise leadership. The study has important implications which can help managers and leaders in formal roles maximise the contributions of their followers. This study can also contribute to the design of leadership training and help build more effective teams and organisations.
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Knee, Robert Everett. „Understanding leader representations: Beyond implicit leadership theory“. Thesis, Virginia Tech, 2006. http://hdl.handle.net/10919/35390.
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The purpose of the present study was to establish evidence for the suggested integration of the theories of connectionism and leadership. Recent theoretical writings in the field of leadership have suggested that the dynamic representations generated by the connectionist perspective is an appropriate approach to understanding how we perceive leaders. Similarly, implicit leadership theory (ILT) explains that our cognitive understandings of leaders are based on a cognitive structure that we use as a means of understanding and categorizing the behaviors of individuals we believe to be leaders. It was predicted that when asked to select a leader from a group of potential leaders, individuals select the leader based on personal belief alignment when the context of the leader selection is personally relevant, or based on cognitive expectations when the context is low in personal relevance. In addition, when experiencing moments of greater personal relevance, individuals will experience a more dynamic cognitive representation of a leader that those experiencing the moment as less personally relevant. Sixty-seven individuals provided usable data from a repeated measures design that asked participants to record their cognitive representations of a leader, participate in a leader selection task, and provide information about their cognitive representations of a leader after the selection task. The results of the study provide support the expectations of the experimenter and the suggestions of the connectionist perspective. Master of Science
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Morales, Carolyn J. „Intersectionality: Engaging the Epistemology of Leadership Theory“. Antioch University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1569507340956926.
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Simpson, Mark Aloysius. „Complexity Theory of Leadership and Management Information“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6121.
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Implementing effective leadership strategies in management of information systems (MIS) can positively influence overall organizational performance. This study was an exploration of the general problem of failure to lead effectively in the current knowledge-based economy and the resulting deleterious effects on organizational performance and threats to continuing organizational viability. The specific problem was the lack of understanding regarding the interaction of leadership processes with MIS functions and the impact on organizational success. Managers' and employees' lived experiences of leadership in small- to medium-sized enterprises were explored, as well as how those experiences influenced the organization's adaptive responses regarding technology and performance in the knowledge-based economy. The complexity theory of leadership was applied as the theoretical foundation for this study. A phenomenological methodology was used. Data were collected through semi-structured interviews and analyzed through open coding to identify emergent themes from the data. The themes were leaders motivate employees' positive work-related behaviors, effective communication skills ensure accessibility and efficiency of the organizational information system, and leadership practices influence business productivity. This study contributes to social change by providing insights for managers and employees regarding effective strategies for working as teams and networks via the use of nontraditional leadership theory, which promotes company sustainability by demonstrating the benefits of responding to the changing economy.
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Prax, Patrick. „Leadership behind the Screen : New Theory about Leadership in Online Role-Playing Games“. Thesis, Uppsala University, Media and Communication, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-98691.
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Purpose/Aim: The aim of this paper is to study how guild leaders in World of Warcraft (WOW) and leaders of real life organizations compare in terms of tasks, every-day experiences, environment, responsibilities and motivation. This comparison is used to build a new theory describing leadership in Massively Multiplayer Online Role Playing Games (MMORPGs).
Material/Method: The paper uses the grounded theory approach to build a new theory. 12 interviews were conducted, six with WOW guild leaders and six with leaders of real life organizations. The Four Capacities Framework and the Leadership Grid were used to analyze and compare the results of the interviews.
Main results: Leadership in MMORPGs is as complex and challenging as real life leadership with the difference that it stresses the internal relationships of the organization very much while neglecting outside relations to a big extend. Guild leadership is in many ways similar to real life leadership as both require long term political decisions, policy setting and good work in the field of human resources. However, it stresses the ability to build working social relationships and to motivate using only digital communication. Some aspects of real life leadership like customer orientation and an organizational instance over the leader like an owner or share holders that the leader is responsible to are not existent.
Chandler, Jennifer L. S., und Robert E. Kirsch. Critical Leadership Theory. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96472-0.
Kalshoven, Karianne, und Paul G. W. Jansen. „Leadership Theory“. In Encyclopedia of Business and Professional Ethics, 1–5. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-23514-1_56-1.
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Alexandre, Jane M. „Enhancing the Theory“. In Dance Leadership, 199–201. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-57592-0_10.
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Dennis, Robert S., Linda Kinzler-Norheim und Mihai Bocarnea. „Servant Leadership Theory“. In Servant Leadership, 169–79. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230299184_14.
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Sklaveniti, Chrysavgi. „Relational Leadership Theory“. In Global Encyclopedia of Public Administration, Public Policy, and Governance, 5417–20. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2196.
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Sklaveniti, Chrysavgi. „Relational Leadership Theory“. In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–5. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2196-1.
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Peck, Edward, und Helen Dickinson. „Epilogue: Theory and Research in the Performative Theory of Leadership“. In Performing Leadership, 189–94. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230246171_11.
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Macdonald, Ian, Catherine Burke und Karl Stewart. „What Use is Theory?“ In Systems Leadership, 7–14. Second edition. | Abingdon, Oxon; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315178486-1.
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Konferenzberichte zum Thema "Leadership theory":
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Brasher, Ana M. „Coaching Safety Leadership Using the Situational Leadership Theory“. In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2118/112011-ms.
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ARSENIJEVIĆ, JASMINA, und MARIJA M. NIKOLIĆ. „COMMON MISTAKES IN LEADERSHIP“. In SCIENCE TODAY: FROM THEORY TO PRACTICE. Publishing House Science and Innovation Center, 2016. http://dx.doi.org/10.12731/sciencetoday.2016.25-32.
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Siokos, George. „Leadership and Culture: Turning Theory into Reality“. In SPE International Health, Safety & Environment Conference. Society of Petroleum Engineers, 2006. http://dx.doi.org/10.2118/98760-ms.
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Castro, António, und Delfina Soares. „Connecting leadership and knowledge“. In ICEGOV2014: 8th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2691195.2691229.
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Zolotarev, V. V., R. R. Nazirov, G. V. Ovechkin und P. V. Ovechkin. „Optimizing Theory: Taking Over the Leadership Baton From Classic Coding Theory“. In 16th All-Russia Open Conference on Current Problems in Remote Sensing of the Earth from Space. Space Research Institute of the Russian Academy of Sciences, 2019. http://dx.doi.org/10.21046/rorse2018.198.
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Stansberry Beard, Karen. „ENGAGED LEADERSHIP: AN INTERNATIONAL QUALITATIVE STUDY LINKING EFFECTIVE SCHOOL LEADERSHIP WITH FLOW THEORY RESEARCH“. In International Technology, Education and Development Conference. IATED, 2016. http://dx.doi.org/10.21125/iceri.2016.1930.
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Wang, Danyang, und Lu Ma. „The theory and research review of Shared leadership“. In 2017 International Conference on Sports, Arts, Education and Management Engineering (SAEME 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/saeme-17.2017.33.
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Dawson, Shane, Oleksandra Poquet, Cassandra Colvin, Tim Rogers, Abelardo Pardo und Dragan Gasevic. „Rethinking learning analytics adoption through complexity leadership theory“. In LAK '18: International Conference on Learning Analytics and Knowledge. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3170358.3170375.
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Nurlasera, Ms. „Exploring theory of spiritual leadership : constructing a model“. In Proceedings of the 16th International Symposium on Management (INSYMA 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/insyma-19.2019.23.
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Fortier, Denise, und Darrin Murray. „POSITIONING THEORY: A FRAMEWORK FOR WOMEN LEADERSHIP TRAINING“. In International Conference on Education and New Learning Technologies. IATED, 2017. http://dx.doi.org/10.21125/edulearn.2017.0920.
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Berichte der Organisationen zum Thema "Leadership theory":
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Weichert, Robert S. Leadership Theory Taught in Air Force Distant Learning Programs. Fort Belvoir, VA: Defense Technical Information Center, März 2013. http://dx.doi.org/10.21236/ada590284.
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Brezis, Elise, Paul Krugman und Daniel Tsiddon. Leapfrogging: A Theory of Cycles in National Technological Leadership. Cambridge, MA: National Bureau of Economic Research, Oktober 1991. http://dx.doi.org/10.3386/w3886.
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Field, Adrian. Menzies School Leadership Incubator: Insights. Australian Council for Educational Research, Juli 2021. http://dx.doi.org/10.37517/978-1-74286-637-6.
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The Menzies School Leadership Incubator (the Incubator) is a national trans-disciplinary initiative to design, test and learn about transformative innovations that will support lasting systems change in Australian schools’ leadership. This review explores the successes, challenges and learning from work in the Incubator to date, from the perspective of a collaborative seeking longstanding systems change. The design of the review is informed by thinking in the innovation literature, principally communities of practice and socio-technical systems theory. This review was undertaken as a rapid exploration of experiences and learning, drawing on interviews with eight individuals from within the Incubator (six interviews) and collaborating partners (two interviews).
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ARMY WAR COLL CARLISLE BARRACKS PA. Army Command and Management - Theory and Practice: A Reference Text for Department of Command, Leadership, and Management 1987-1988. Fort Belvoir, VA: Defense Technical Information Center, August 1987. http://dx.doi.org/10.21236/ada330398.
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Nolan, Parker Stephen. Network Theory: How Can Its Application Cultivate the Conditions to Support Young Creatives? Creative Generation, Oktober 2021. http://dx.doi.org/10.51163/creative-gen004.
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As observers to the intersectional fields of culture, education, and social change, Creative Generation witnessed the chosen organizational structure of “networks” come into vogue – particularly as smaller, community-based organizations have begun to participate in larger-scale, collaborative initiatives. In almost all examples, the individuals and organizations involved do their collaborative work through a “network,” using any number of connections and patterns. This qualitative inquiry sought to understand how applying Network Theory to organizational structures can cultivate the conditions to support young creatives. Through literature and conducting interviews with leaders of diverse networks in the arts and cultural education fields, this project provides an overview of Network Theory and examines examples of various models. This report proposes the following set of provocations for the field to interrogate the use of Network Theory in their projects’ implementation: strong connections between the network and its participants, shared power among network leadership and participants, clear expectations about funding, and specific role for young creatives in decision-making.
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Crossan, Mary, Gerard Seijts, Jeffrey Gandz und Carol Stephenson. Leadership on Trial : A Manifesto for Leadership Development. Richard Ivey School of Business, 2010. http://dx.doi.org/10.5206/iveypub.44.2010.
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Recent books and articles have analyzed the causes of the global financial and economic crisis of 2007-09. Yet little attention has been paid to the quality of leadership in organizations that were at the epicentre of the storm, were victims of it, avoided it or even prospered from it. In the summer of 2009 a multi-disciplinary group of Ivey faculty decided to look at the leadership dimensions of the recent financial and economic crisis. We started by writing a working paper that laid out our preliminary views. We then engaged more than 300 business, public sector and not-for-profit leaders in small and large groups, as individuals and collectives, to get their reaction to this paper and, more generally, to discuss te role that organizational leadership played before, during and after the crisis. We examined leadership not just in the financial sector but also in many other public and private sector organizations that were affected by the crisis. In a sense, we were putting leadership on trial. Our aim in doing this was not to identify and assign blame. Rather, we examined leadership during this critical period in recent history to learn what we could, and use the learning to improve practice in leadership today and the development of next generation leaders. As we analyzed the role of leadership in this crisis we were faced with one major question: "Would better leadership have made a difference?" Our answer is unequivocal: "Yes!" We recognize that many people could argue it is unfair to criticize leaders whose decisions were based on their knowledge of the situation at the time and which only eventually, with the aid of 20/20 hindsight proved bad. We respect this view but we disagree with it. Some business and public sector leaders predicted better than others the bursting of the housing bubble and financial markets turmoil, positioned their organizations to avoid problems, and coped with them skillfully. Their organizations were not badly damaged by the crisis and some even prospered. Some governments and regulatory agencies' control and monitoring systems were superior to those in the U.S., the U.K., Ireland, Spain, Iceland and other countries that had to bail out their banks and other industries. Our evidence supports the conclusion that these companies, these agencies, these governments and these countries had better leadership. Good leadership mattered then and good leadership will matter in the future. We are presenting our conclusions about what good leadership involves in the form of a public statement of principles - a manifesto that addresses what good leaders do, who they are, and how they can be developed in organizations.
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Stawiski, Sarah, Stephen Jeong und Heather Champion. Leadership Development Impact (LDI) Framework. Center for Creative Leadership, November 2020. http://dx.doi.org/10.35613/ccl.2020.2040.
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There is abundant evidence that leadership development leads to positive impact. But how do we define impact, and what factors should be considered when assessing the results of leadership development? Our comprehensive framework is specifically relevant to leadership development and defines four levels of impact (individual, group, organizational, and societal) as well as three factors that contribute to its effectiveness (leader characteristics, leadership solution, and context). Understanding the four levels will enable organizations to clarify the goals and purpose of their development initiatives and know where to focus measurement. Attending to the contributing factors can help organizations understand the results they are getting and take appropriate steps to maximize the impact of their development initiatives.
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Horvath, Joseph A., Jennifer Hedlund, Scott Snook, George B. Forsythe und Robert J. Sternberg. Tacit Knowledge in Military Leadership: Some Research Products and Their Applications to Leadership Development. Fort Belvoir, VA: Defense Technical Information Center, Mai 1998. http://dx.doi.org/10.21236/ada344857.
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Fernandez, Katya, Marian Ruderman und Cathleen Clerkin. Building Leadership resilience: The CORE Framework. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2043.
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Effectively building resilience in today’s increasingly uncertain and complex world is crucial, especially for those in leadership positions. The current paper offers the following insights for leaders interested in building resilience: • A brief overview of what we know about resilience and burnout. This overview is informed by decades of research in leadership development. • A new, integrated framework for cultivating resilience in leaders: The CORE (Comprehensive Resilience) Framework. This framework is focused on four areas (physical, mental, emotional, and social) and takes a whole-self approach to resilience by developing a diverse set of responses to change and disruption. • A review of the eight practices designed to help build resilience within the CORE framework: sleep, physical activity, mindfulness, cognitive reappraisal, savoring, gratitude, social connection, and social contact. These practices were selected because there is empirical evidence of their effectiveness specifically in leaders and because they are simple, both in nature and in how they can integrated into daily life. Each practice review also includes tips for how to incorporate these practices into daily life. • A discussion of the practical and future applications of the CORE framework.
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Jeong, Stephen, Sarah Stawiski, Sol Bukin und Heather Champion. Stemming the Great Resignation through Leadership Development. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2051.
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The recent rise in voluntary turnover has sparked a renewed focus on attracting and retaining talent. In their attempts to stem the tide of the Great Resignation, organizations are augmenting traditional retention strategies – e.g., higher pay, enhanced benefits, more opportunities for career advancement etc. – with remote and hybrid work schedules brought about by the COVID pandemic. Given its inherent appeal to both employees and organizations, leadership development (LD) opportunities have long been believed to play a crucial role in helping to attract and retain employees. While the body of existing correlational research does point to a positive relationship between LD opportunities and retention, there is scant research that elucidates the mechanism(s) that may help to bridge the two. Guided by existing research, this paper examined Center for Creative Leadership’s large database of program evaluation data to uncover those potential mechanisms. We found preliminary support for three specific outcomes of leadership development that may serve as potential mediators linking LD with retention; they include enhanced self-efficacy, meaningful connections, and capacity to engage followers. We conclude with implications of these findings for future research as well as some caveats related to our investigation.
