Building talent: Developing effective leaders is as crucial as ever

Berke, David; Kossler, Michael E.; Wakefield, Michael

doi:10.1002/lia.1276

Cited by 3 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…When reviewing the impact of leadership on the overall work organization, the need for leadership and the positive impact on organizational factors are noted. In times of economic difficulty, Berke et al (2009) stressed the need for effective leadership in organizations. Researchers have explored the outcomes related to leadership.…”

mentioning

confidence: 99%

Leadership in action: student leadership development in an event management course

Marcketti

Arendt²,

Shelley³

2011

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

The purpose of this paper was to examine the leadership practice scores and leadership behaviors of students before and after an event management course. A mixed methods approach was utilized. The StudentLeadership Practice Inventory (S-LPI) was administered to a sample of 184 students in three semesters of an event management course. Students completed the S-LPI at the beginning and at the end of the course. The students also wrote reflections of their leadership behaviors and learnings.Results of the study showed that students' mean leadership scores increased significantly for all practice areas between pre and post, with the largest increase for Enabling Others to Act (EA). Also, all correlations between pre and post scores were statistically significant, indicating that responses at pre and post followed similar patterns, with students who scored higher on pre also tended to score higher on post. Reflections from students demonstrated significant understanding of effective leadership behaviors and learning. The sample was college students enrolled in an event management course at one university, therefore results may not be generalized to all students. Results of this study suggest that university and college courses can have a very powerful impact on student learning and leadership development. This paper furthers the knowledge base and understanding of students' leadership growth through involvement in a university course as measured by the S-LPI. Purpose -The purpose of this paper was to examine the leadership practice scores and leadership behaviors of students before and after an event management course.Design/methodology/approach -A mixed methods approach was utilized. The StudentLeadership Practice Inventory (S-LPI) was administered to a sample of 184 students in three semesters of an event management course. Students completed the S-LPI at the beginning and at the end of the course. The students also wrote reflections of their leadership behaviors and learnings.Findings -Results of the study showed that students' mean leadership scores increased significantly for all practice areas between pre and post, with the largest increase for Enabling Others to Act (EA). Also, all correlations between pre and post scores were statistically significant, indicating that responses at pre and post followed similar patterns, with students who scored higher on pre also tended to score higher on post. Reflections from students demonstrated significant understanding of effective leadership behaviors and learning.Research limitations/implications -The sample was college students enrolled in an event management course at one university, therefore results may not be generalized to all students.Practical implications -Results of this study suggest that university and college courses can have a very powerful impact on student learning and leadership development.Originality/value -This paper furthers the knowledge base and understanding of students' leadership growth through involvement in a university course as me...

show abstract

mentioning

confidence: 99%

Leadership in action: student leadership development in an event management course

Marcketti

Arendt²,

Shelley³

2011

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

show abstract

“…Later, TM is seen to contribute more to the strategic goals of a company rather than just filling positions with the right people and some effort has been made to establish correlation between TM and a firm’s performance (Fey et al, 2009; Muratovic, 2013) and stating that therefore correlation between TD and firm’s performance can be found (Stahl et al, 2007). TM and TD have argued to be contributing to competitive advantage of organizations (Berke et al, 2009; Collings et al, 2009); however, many researchers agree on relatively low level of understanding and empirical analysis of the concepts and factors influencing them (Collings et al, 2009; Edwards et al, 2010; Garrow and Hirsh, 2008).…”

Section: Td Backgroundmentioning

confidence: 99%

Talent development and a firm’s performance

Latukha

2018

Journal of General Management

View full text Add to dashboard Cite

The study investigates talent development (TD) as a part of human resource management (HRM) using the emerging market context and its influence on a company’s performance in Russian companies. Attention is paid to the analysis of TD programs that are used to develop talent in Russia and the factors that influence the creation and implementation of TD in Russian firms. The article explores and provides a number of ideas and conclusions about TD elaboration, realization, and talent practices’ improvement in the Russian context. The data shows that the positive connection between TD efforts and a company’s performance can be found in emerging market firms. The findings contribute to the field of HRM by showing that TD significantly influences organizational results.

show abstract

“…При этом развитие талантов важно для ор-ганизации с точки зрения как удержания персонала, так и подготовки работников для реализации стратегических задач ком-пании и формирования ключевых компе-тенций [Gilley, Dixon, Gilley, 2008]. Оценка эффективности системы развития также является весьма важной [Berke, Kossler, Wakefield, 2009;Clarke, 2012], но тем не менее исследователи не делают однознач-ного вывода о том, как правильно оцени-вать результаты системы развития талант-ливых сотрудников [Collings, Anthony, Scul li on, 2009]. Очевидно, что все такие процедуры и методы должны быть адап-тированы к конкретной организации [Meyers, Woerkom, 2014], приведены в соот-ветствие с ее основными стратегическими задачами, ценностями и культурой [Fernandez-Araoz, Groysberg, Nohria, 2011;Agnew, 2014].…”

Section: развитие талантливых сотрудников как практика управления: поunclassified

Talent Development in Russian Companies: Main Peculiarities and Influence on a Company’s Performance

Latukha¹,

Selivanovskikh²

2016

Russian Management Journal

View full text Add to dashboard Cite

Building talent: Developing effective leaders is as crucial as ever

Cited by 3 publications

References 0 publications

Leadership in action: student leadership development in an event management course

Leadership in action: student leadership development in an event management course

Talent development and a firm’s performance

Talent Development in Russian Companies: Main Peculiarities and Influence on a Company’s Performance

Contact Info

Product

Resources

About