Designing leadership development initiatives: clarifying the why, who, what, how and when

Killian, Shaun

doi:10.1108/14777281011069781

Cited by 3 publications

(7 citation statements)

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“…Although not the focus of this article, both studies presented here began to explore this issue by asking how successful individuals are in implementing new knowledge and skills that were gained through participation in a leader development program. Based on the leader development literature, managers can help with pre-program work to ensure the goal-setting process is linked to the organization (Gentry & Leslie, 2007;Killian, 2010). Thus, individual and institutional accountability should be part of leader development plans.…”

Section: Discussionmentioning

confidence: 99%

Leadership and Leader Development: Perspectives from Museum and Academic Library Professionals

Johnson

Sobczak

2021

Curator The Museum Journal

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This article examines museum and academic library professionals' perceptions of leadership, leader development, and the nature of leader development opportunities available to them. We compare these perceptions based on functional positions of staff as senior, middle, or non-managers, which facilitates a deeper understanding of the data. Analysis reveals there are significant differences in the perception of leadership and leader practices between managers (senior and middle) and non-managers; this gap is prevalent in both museums and academic libraries. There are also significant differences with respect to what leader development activities are available to whom and who is selected for these activities. Results point to the need for more intentional, equitable, and focused efforts to develop leader capacity so that museums and libraries are better positioned to meet current and future societal challenges. Finally, we provide some suggestions for future practice and research.

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Section: Discussionmentioning

confidence: 99%

Leadership and Leader Development: Perspectives from Museum and Academic Library Professionals

Johnson

Sobczak

2021

Curator The Museum Journal

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“…As Killian (2010) stated, to design a leadership development program, there is a need to consider five principles. These principles are formed by answering five questions about program design, which are: why, what, who, when and how.…”

Section: Mccauley and Van Velsormentioning

confidence: 99%

“…The chosen approach has to be aligned with the aims and objectives. And finally there is a need to make decisions and schedule activities (Killian, 2010).…”

Section: Mccauley and Van Velsormentioning

confidence: 99%

“…The best work of a leadership development program depends on the tide of such programs with the specific organizational need (Killian, 2010). One of the important commitments of successful organizations is the evaluation of the effectiveness of their effort in terms of leadership development (Ready and Conger, 2007).…”

Section: Leadership Development and Organizational Effectivenessmentioning

confidence: 99%

“…Obviously, organizational success is influenced by good leadership and in contrast, poor leadership causes turmoil in the organization. While there are many factors out of our control which can work against the effort of developing leadership, having a 822 JMD 34,7 well-designed program for developing leadership is one way to effective leadership development (Killian, 2010). A lot of research has considered leadership development a vital and strategic approach for organizations to survive in a changing world (Dalakoura, 2010) and they have tried to illustrate important aspects of leadership development.…”

Section: Leadership Development Researches and Approachesmentioning

confidence: 99%

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New approach to leadership skills development (developing a model and measure)

Mehrabani

Mohamad²

2015

Journal of Management Development

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Access to this document was granted through an Emerald subscription provided by emerald-srm:263496 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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‘Art, its creation and leadership [can be] revealing and frightening’: how school leaders learn to frame and solve problems through the arts

Katz‐Buonincontro¹,

Phillips²

2011

International Journal of Leadership in Education

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Despite the current press to improve school leadership, little scholarly attention focuses on building problem-solving skills in university leadership preparation programmes. This paper reports on two qualitative case studies that examined educational leadership students' probing of school problems through the arts. Fieldwork was used to derive inductive explanations of minimally documented leadership experience (grounded theory) and understanding human development through producing and/or participating in works of art (arts-based inquiry). Data sources included videos and participant observations of improvisational theatre role-plays; observations of making pottery, drawing and three-dimensional metaphors; interviews; and extant documents including student journals, web-based discussions and course evaluations. Study #1 found that educational leadership students reflected on personal and professional fears, engaged in creative risks and returned to creative roots. In study #2, six phases of problem-solving through improvisational theatre role-playing emerged: selecting, projecting, amplifying the problem, deriving tentative solutions, objectifying the problem and selecting a better solution to the problem. Comparison of these findings suggests two distinct approaches to solving problems: 'problem framing' (study #1) versus 'problem solving' (study #2). This distinction lends insight into the cognitive and affective aspects of learning through the arts for educational leadership students, and how faculty can help these students to navigate and facilitate this learning process.Despite the current press to improve school leadership, little scholarly attention focuses on how university educational leadership preparation programmes can build leaders' problem-solving abilities. This paper reports on findings from two independently conducted studies of US educational leadership courses and institutes that focused on developing problem-solving skills in practicing administrators who were enrolled in university graduate programmes through arts-based approaches such as improvisational theatre, art exploration and journaling. The overarching research question was, 'How do educational leadership students develop their problem-framing and Jen Katz-Buonincontro is an assistant professor of Educational Leadership, . Her research and teaching interests include developing creative thinking and problem solving in leaders, learning through the arts, qualitative methodology and arts-based inquiry. Joy C. Phillips is an associate professor in the Educational Leadership

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Designing leadership development initiatives: clarifying the why, who, what, how and when

Cited by 3 publications

References 1 publication

Leadership and Leader Development: Perspectives from Museum and Academic Library Professionals

Leadership and Leader Development: Perspectives from Museum and Academic Library Professionals

New approach to leadership skills development (developing a model and measure)

‘Art, its creation and leadership [can be] revealing and frightening’: how school leaders learn to frame and solve problems through the arts

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