scholarly journals A Contemporary Approach to Learning Transfer from the Perspective of Constructivist Theory: Marathon Running as a Leadership Development Strategy for Millennial Leaders

2021 ◽  
Author(s):  
Elif Bilginoğlu
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Divergent Thinking ◽  
Learning Transfer ◽  
Constructivist Theory ◽  
Marathon Running ◽  
Constructivist Learning Theory ◽  
Approach To Learning ◽  
Innovative Solutions ◽  
Practical Implications

This paper includes a literature review of the research on marathon running as a leadership development strategy especially for the millennial leaders while they have a postmodern worldview, searching authentic and innovative solutions and supporting divergent thinking. Furthermore, it points out the importance of learning transfer from the perspective of constructivist theory. In this respect, first, constructivist learning theory and learning transfer are explained. In the next two sections, leadership development for the millennial generation and how marathon running is handled as a leadership development strategy in the literature are determined. At the end of the paper, practical implications for leaders and organizations are suggested.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Leadership in organizational practice: closing the knowing-doing gap

2014 ◽  
Vol 13 (2) ◽  
pp. 69-74 ◽  
Author(s):  
Ksenia Zheltoukhova
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Organizational Context ◽  
Decision Makers ◽  
Leader Behaviors ◽  
Management Skills ◽  
Leadership And Management ◽  
Content Type ◽  
Academic Literature ◽  
Practical Implications

Purpose – This article aims to question the narrow focus of the existing approaches to leadership development, and guide organizations to a more systemic perspective. Design/methodology/approach – The findings are based on the review of academic literature on the subjects of leadership and management, as well as surveys of 2,069 UK employees (including 806 individuals with managerial responsibilities), 467 HR professionals from the CIPD membership database, 128 senior HR professionals, and 250 senior decision-makers. Findings – Although most organizations today provide leadership development activities to their employees, the focus of those activities, and the lack of enabling organizational systems and processes, may inhibit leader behaviors in practice, potentially explaining the lack of leadership and management skills in UK organizations. Practical implications – In developing a leadership development strategy that is aligned with business priorities, organizations should consider which segments of the workforce can add value by demonstrating leader behaviors, which aspects of organizational context might act as enablers or barriers to individuals demonstrating those behaviors, and which incentives are in place to stimulate leader behaviors. Originality/value – The argument steps away from discussing the construct of “leadership”, assuming that its definitions will vary among organizations, and emphasizes the context in which leaders operate and HR practices as having impact on the effectiveness of leaders.

How to build an innovators’ network

2015 ◽  
Vol 47 (1) ◽  
pp. 42-45
Author(s):  
B. Kim Barnes ◽  
Olivier LeCointre
Keyword(s):  
Leadership Development ◽  
Innovation Management ◽  
Training And Development ◽  
Innovation Network ◽  
Senior Manager ◽  
Creative Imagination ◽  
Content Type ◽  
Large Organization ◽  
Innovative Solutions ◽  
Practical Implications

Purpose – The purpose of this paper is to demonstrate how to build and maintain an active network of innovators inside a large organization. Design/methodology/approach – The paper describes the process used by a senior manager at a large pharmaceutical company in France to create a flexible structure that would enable innovators and seekers of innovation to connect and move interesting and promising ideas toward implementation. Findings – One of the authors describes his approach, which included inviting graduates of a program in innovation management to design the structure of the network. He has successfully conducted about 30 problem-centered network sessions, based upon the process taught in the Managing Innovation program (a copyrighted program of Barnes & Conti Associates Inc. and David Francis, PhD) These sessions have successfully moved a number of practical and creative ideas forward. Research limitations/implications – The authors believe that this type of innovation network could be replicated successfully in other large organizations. The process, however, requires a senior manager who is a very involved and invested sponsor/champion. Practical implications – Problems that require innovative solutions can be brought to a diverse group of innovators who are interested in working on it. The format involves multiple, rapid prototyping, and saves considerable time and money while providing practical and vetted solutions or inventions. Social implications – An innovation network provides an outlet for members to use their creative imagination to address a wide variety of problems. In this way, they can continue to build their own skills while contributing value to their organizations. Originality/value – Leaders always hope to maximize the value of their investment in training and development. Creating a format that takes advantage of and continues to build skills in areas such as innovation management optimizes an organization's ROI in leadership development while providing a valuable service to the organization.

The prosocial leadership development process as a means to prepare the next generation of organizational leaders

2018 ◽  
Vol 26 (3) ◽  
pp. 225-237
Author(s):  
Timothy Ewest
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Leadership Behaviors ◽  
Pedagogical Practices ◽  
Organizational Leaders ◽  
Content Type ◽  
Social Challenges ◽  
Practical Implications

Purpose This paper aims to outline the prosocial leadership development process for guiding pedagogical and social justice course goals as a means to foster prosocial leadership values within the millennial generation. Design/methodology/approach The paper is guided by a social justice framework and proven classroom pedagogies as a means to align millennial characteristics within the four stages of the prosocial leadership development process. Findings An educational rubric is provided as a means to guide classroom pedagogies, course goals and millennial characteristics through a prosocial leadership development process. Research limitations/implications The paper is conceptual in nature, and therefore, theoretical correspondence remains speculative. Practical implications The research in this paper provided guidelines for educators to use pedagogical practices as a means to develop prosocial values as a basis for organizational leadership behaviors. Social implications This leadership development process when facilitated through proven pedagogical techniques (guided by established social justice curriculum goals) and is within the context of millennial characteristics (those born between the years 1982 and 2005) becomes catalytic in empowering leaders to be a remedy for the world’s environmental and social challenges. Originality/value This paper connects characteristics of millennials to a prosocial leadership development model.

scholarly journals Routes to the top: the developmental journeys of medical, clinical and managerial NHS chief executives

BMJ Leader ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 64-68 ◽  
Author(s):  
Alex Till ◽  
Gerry McGivern
Keyword(s):  
Leadership Development ◽  
Health Service ◽  
Development Strategy ◽  
Quality Care ◽  
Qualitative Interviews ◽  
Chief Executive ◽  
High Quality ◽  
Cross Sectional ◽  
Chief Executives ◽  
Formal Leadership

IntroductionLeadership, and the role of a Chief Executive in healthcare organisations, has never been more important. This review provides one of the first retrospective cross-sectional analyses of the developmental journeys of chief executives within the National Health Service (NHS).MethodsTwenty-eight semi-structured qualitative interviews were conducted with medical, clinical and non-clinical NHS chief executives from the Health Service Journal’s list of ‘Top Chief Executives’ 2014–2018. Through a thematic analysis of their narratives, lessons for the development of aspiring NHS chief executives emerge.ResultsFew proactively sought leadership opportunities and there was a lack of an active leadership development strategy. Yet the ‘seeds of leadership development’ took root early. Combined with a blended approach of formal leadership development and ‘on-the-job’ informal leadership development, emerging NHS chief executives were exposed to multiple ‘crucible moments’ that helped them develop into and excel at the top of their field.DiscussionTop NHS chief executives possess inherent values and a strong sense of social responsibility that underpin their developmental journeys, guide their behaviour, and strengthen their resilience. Capable, high quality leaders are needed from all professional backgrounds to support high quality care and much more needs to be done, particularly for medical and clinical professionals but for non-clinicians too, to maximise leadership potential within the NHS and develop a pipeline of aspiring NHS chief executives.

Spaces of performance: a storytelling approach to learning in higher education

2018 ◽  
Vol 25 (6) ◽  
pp. 410-421 ◽  
Author(s):  
Kenneth Mølbjerg Jørgensen
Keyword(s):  
Higher Education ◽  
Learning Organization ◽  
Design Methodology ◽  
Theoretical Discussion ◽  
Content Type ◽  
Approach To Learning ◽  
Conditions For Learning ◽  
Research And Teaching ◽  
And Control ◽  
Practical Implications

Purpose The purpose of the paper is to provide a framework for reflecting on how different ways of configuring spaces in higher education (HE) condition the possibilities of learning. Second, the purpose is to construct a storytelling approach for the configuration of such spaces. Design/methodology/approach The paper’s conceptual purpose is achieved through a theoretical discussion of three concepts: performance, politics and storytelling. Findings Learning in HE needs reconsideration in terms of what kinds of learning are made possible through the discursive and material configuration of the spaces of research and teaching. In particular, the focus to some extent should move away from the management and control of learning toward what enables learning. Practical implications The literature on organizational learning and the learning organization comprise concepts, methods and tools that play different roles with regard to controlling, shaping and enabling learning. When the focus is on learning in HE, it is important to be aware of the tracks of learning these technologies enable. Social implications The interest in managing and controlling learning is often problematic in relation to the potential of HE to produce new and innovative forms of learning. Originality/value This paper introduces the term “spaces of performance,” which directs attention toward the material, discursive and relational conditions for learning. It also introduces a space of storytelling as a new principle for learning in HE.

Women in Strategic Leadership and Management

2017 ◽  
pp. 1192-1204
Author(s):  
Eleanor Su-Keene
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Career Planning ◽  
Organizational Level ◽  
Strategic Leadership ◽  
Leadership Positions ◽  
Home Life ◽  
Leadership Success ◽  
Gendered Roles ◽  
Managerial Positions

Historically, strategic leadership positions and roles have been predominately male-oriented. This comprehensive review of contemporary and historical literature shows that gendering of leadership positions and organizations affect women's leadership success. First, societal pressures and gendered roles make it difficult for women to balance work and home life. Unlike male counterparts, women are usually unable to delegate familial responsibilities making it difficult for women to obtain, maintain, and ascend leadership and managerial positions. Second, gender specific leadership styles are evaluated differently due to the perceived masculinity of both leadership positions and the organizational environment. This chapter adopts Hopkins, O'Niel, Passarelli, and Bilimoria's (2008) leadership development strategy for women by attending to seven specific developmental categories: assessment, training and education, coaching, mentoring, networking, experiential learning, and career planning. Given that effective leadership development results in organizational success, the strategies proposed is an attempt to decrease some of the issues barring women from leadership success and in turn, increase success at the organizational level.

Embedding physician leadership development within health organizations

2014 ◽  
Vol 27 (4) ◽  
pp. 330-342 ◽  
Author(s):  
Anita Joanne Snell ◽  
Chris Eagle ◽  
John Emile Van Aerde
Keyword(s):  
Leadership Development ◽  
Development Strategies ◽  
Extensive Literature ◽  
Physician Leadership ◽  
Healthcare Organizations ◽  
Health Organizations ◽  
Content Type ◽  
Unique Approach ◽  
Conceptual Paper ◽  
Practical Implications

Purpose – The purpose of this conceptual paper is to provide strategies on how to embed physician leadership development efforts within health organizations. Design/methodology/approach – Findings from our previous research, which include an extensive literature review and analysis of 53 interviews with representatives from healthcare organizations across the globe, are integrated within the context of the Influencer© framework to provide a useful and grounded tool for physician leadership development strategies. Findings – Physician leadership development strategies are identified for each of the six domains within the Influencer© framework. Practical implications – A number of physician leadership development strategies are provided. They can be used in combination or used independently. Originality/value – Integrating the knowledge gained from practices in health organizations and from the literature within the Influencer© framework is a unique approach and strengthens the usefulness of the identified physician leadership development strategies.

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