An Integrative Approach to Leader Development

The Measurement of Socially Responsible Leadership: Considerations in Establishing Psychometric Rigor

“…If the standard of measurement were to change, the posttest ratings would reflect this shift in addition to the actual changes in the person's level of functioning. (Rohs & Langone, 1997, p. 51) Given the understanding of leadership is shaped significantly by cognitive reasoning (Komives, Longerbeam, Owen, Mainella, & Osteen, 2006;Day, Harrison, & Halpin, 2009), any shift in cognition could alter the interpretation of items between pretest and posttest violating the assumption of the same standard of measurement and distorting the internalized scale. Numerous concerns arise related to the use of self-reported data (Bowman & Seifert, 2011;Herzog & Bowman, 2011;Porter, 2011).…”

“…Leadership capacity may or may not be enacted suggesting a differentiation from enactments (i.e., leadership behaviors). Leadership capacity is also informed by leadership efficacy (i.e., one's internal belief in the likelihood of success when engaging in leadership) and leadership motivations (i.e., one's underlying desire to engage in leadership) as well as numerous other developmental constructs (Chan & Drasgow, 2001;Kark & Van Dijk, 2007;Hannah, Avolio, Luthans, & Harms, 2008;Day et al, 2009). The review established that particularly through using items reflecting know, being, and doing orientations the SRLS was in alignment with the measurement of leadership capacity and distinct from efficacy, motivation, and behaviors.…”

The Role of Social Perspective-Taking in Developing Students’ Leadership Capacities

“…The interpretation is consistent with other leadership literature identifying a more unidirectional approach. Day, Harrison, and Halpin (2009) emphasized the importance of cultivating individual leader capacities before moving to more complex capacities associated with group process. Research from the leadership identity development model, which examined how individuals adopt an integrated identity as a relational leader, provides evidence of a more sequential process reflective of an evolving understanding of self and others that moves from dependence toward interdependence (Komives et al, 2005).…”

“…In their research on accelerating leadership development, Day et al (2009) stressed the riskiness of overestimating developmental readiness or prematurely inflating the complexity of educational interventions given the potential to cause developmental retreat (i.e., reversion to less complex meaning making typically due to excess challenge). Critical questions should be asked regarding the appropriateness and potential negative effects for communities when developmentally unprepared students are thrust into broader social contexts and asked to engage in social change.…”

Interaction Between Managerial Competencies and Leadership in Business Organisations

“…Critical to the success of any leadership development process is the ability to encourage followers to reflect on learning experiences in order to promote the transfer of knowledge and skills to work contexts (Burns, 2003;Day et al, 2008). As a result, leadership skills' improvement tends to increase the effectiveness of interpersonal processes between leaders and followers, and consequently increases the followers' motivation, and conclusively, determines leadership practices in an organization.…”