Innovation in leadership development

Gonin, Didier; Napiersky, Uwe; Thorsell, Jorgen

doi:10.1108/s1535-1203(2011)0000006011

Cited by 10 publications

(9 citation statements)

References 3 publications

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“…The call for business schools worldwide to modify traditional Masters of Business Administration (MBA) curricula is rising (Boyatzis, 2008;Gonin et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

How are task reflexivity and intercultural sensitivity related to the academic performance of MBA students?

Lyubovnikova

Napiersky

Vlachopoulos

2014

Studies in Higher Education

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How are task reflexivity and intercultural sensitivity related to the academic performance of MBA students? Higher Education in business school environments is increasingly focused on how to best equip students with the skills necessary for leadership in the global workplace. This paper examines the impact of two particularly important cognitive capabilitiestask reflexivity and intercultural sensitivity, on academic performance in an MBA programme. It was hypothesised that in an intercultural learning environment, task reflexivity would be associated with higher academic performance, and that this relationship would be mediated via intercultural sensitivity. Questionnaire data from 77 MBA students was analysed alongside academic performance. Results demonstrated that task reflexivity was indirectly related to academic performance through intercultural sensitivity. Our findings suggest that engagement in task reflexivity enables students to develop greater levels of intercultural sensitivity, allowing them to reap the positive effects of diversity in their peer group for their own learning and performance. Limitations and practical implications of the research for professional practice are discussed.

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“…The call for business schools worldwide to modify traditional Masters of Business Administration (MBA) curricula is rising (Boyatzis, 2008;Gonin et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

How are task reflexivity and intercultural sensitivity related to the academic performance of MBA students?

Lyubovnikova

Napiersky

Vlachopoulos

2014

Studies in Higher Education

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“…Whilst a full career capital range may not be essential, managers can support colleagues to cultivate a targeted portfolio across Knowing Self, Knowing How and Knowing Whom in light of forthcoming role transitions, including the important Line manager relationship. Such development can be aided through providing coaching (Gonin, et al, 2011), mentoring (DeFillippi and Arthur, 1994) and career counselling (Forrier et al, 2009).…”

Section: Discussionmentioning

confidence: 99%

“…Our findings have implications for business leaders, organisational managers and researchers; business leaders' current levels of career capital are likely to impact their ability to undertake organisational role transitions. Consequently, having reflexive awareness of one's own career capital and being mentally agile to manage such resources (Gonin et al, 2011) are likely to facilitate the accessing, connecting, crossing and investing of career capital through such transitions. This new career capital theoretical framework improves both the business leader's ability to reflect upon what career capital they have and currently lack, and eases career capital development planning.…”

Section: Discussionmentioning

confidence: 99%

“…When exploring the implications for organisational managers, given that transitions can be experienced as stressful and are relevant to everyone (Baruch, 2006), including business leaders where the stakes are arguably higher (Ibarra and Barbulescu, 2010), this topic is pertinent for organisations to address (Gonin et al, 2011). Mitchell (2007, p. 46) argues that such attention is paramount given that leadership research has highlighted how organisations provide little or very poor support during such "crucial, make-or-break points".…”

Section: Discussionmentioning

confidence: 99%

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Building career capital: developing business leaders' career mobility

Brown¹,

Hooley

Wond

2020

CDI

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PurposeCareer theorists have been increasingly occupied with role transitions across organisations, neglecting role transitions undertaken within single organisations. By exploring in depth the aspects of career capital that role holders need to facilitate their own organisational role transition, this article builds upon career capital theory.Design/methodology/approachAdopting an interpretivist approach, this study explores the experiences of 36 business leaders who have undertaken a recent role transition within a UK construction business.FindingsThe article empirically characterises 24 career capital aspects, clustered into Knowing Self, Knowing How and Knowing Whom. It argues that these aspects are important to internal role transitions and compares them to mainstream career capital theory. In addition, the concepts of connecting, crossing and investing career capital are introduced to explain how career capital supports such transitions.Research limitations/implicationsThis study proposes a new career capital framework and refocuses debate on organisational careers. It is based on a single organisation, and it would be beneficial for future researchers to explore its applicability within other organisations.Practical implicationsThe article explores the implications of the new career capital framework for business leaders and organisational managers who wish to build individual and organisational career mobility.Originality/valueThis study proposes a new, empirically grounded, career capital theoretical framework particularly attending to organisational role transitions.

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“…Researchers have acknowledged the significance of the leadership competency concept for individual and organizational performance (Allio, 2005;Gonin, Napiersky, &Thorsell, 2011). In the 1990s, competencies theorists such as Mumford and his colleagues published a series of studies promoting the skills-based model to solve organizational issues (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000a;Yammarino, 2000).…”

Section: The Competency Theorymentioning

confidence: 99%

Lessons from the Major Leadership Theories in Comparison to the Competency Theory for Leadership Practice

Chow

Salleh

Ismail

2017

JBSEE

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Purpose: This article presents perspectives on the review of eight major theories of leadership in comparison to the competency approach. Also, the definitions, significance, and benefits of the leadership competency concept are also highlighted. Methodology: A review of the various published literature on the major leadership theories, the competency theory, and the related topics on the scope of the study. Results: The findings of the review show the significance and relevance of the leadership competency approach as a viable leadership option for the 21st century- leadership. Leadership for best practice continues to evolve due to the changing leadership landscape. The literature states that newer theories will eventually replace old leadership concepts. Implications: An understanding of the various leadership theories, specifically the competency theory will facilitate in the choice of the adoption of leadership approach. Moreover, employing the appropriate leadership practice in this current knowledge-based era is key to individual and organizational performance.

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Innovation in leadership development

Cited by 10 publications

References 3 publications

How are task reflexivity and intercultural sensitivity related to the academic performance of MBA students?

How are task reflexivity and intercultural sensitivity related to the academic performance of MBA students?

Building career capital: developing business leaders' career mobility

Lessons from the Major Leadership Theories in Comparison to the Competency Theory for Leadership Practice

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