Propensity for self-development of leadership attributes: Understanding, predicting, and supporting performance of leader self-development

Evaluating leadership coaching: A review and integrated framework

“…Organizations also bring varying levels of readiness and commitment to coaching initiatives with some organizations providing extensive support and participation, such as providing resources, assessment data, and performance opportunities. Even if a coaching program establishes minimum requirements for readiness (e.g., cognitive readiness such as reading or computer skills; developmental readiness, such as self-efficacy or conscientiousness; and change readiness, such as career exploration or feedback seeking; Boyce, Zaccaro, & Wisecarver, 2010) and commitment (e.g., admitted need, desire to improve performance, willingness to make time and perform work, openness to the experience), the range of attitudes and motivation levels varies between and within clients and their organizations during the developmental experience.…”

Leader self-development: A contemporary context for leader development evaluation

“…One of the challenges involved in self-development is that, by definition, it requires individuals to evaluate their own development (Boyce et al, 2010). We suggest that evaluation results can be leveraged to provide feedback regarding the effectiveness of their past self-development activities and advise on components to look for in future activities.…”

“…Clearly, leaders' individual characteristics also play an integral role in determining whether the skill set targeted in an activity is actually acquired and subsequently is transferred back and utilized in their leadership role (as well as whether a given leader will even engage in self-development in the first place). Specifically, research has demonstrated that individuals' motivation to self-develop is derived from multiple individual differences (e.g., learning goal orientation, openness to experience, self-efficacy, see Birdi et al, 1997;Boyce et al, 2010;Maurer et al, 2008) and the individuals' perceptions of the personal benefits derived from self-development (see Maurer et al, 2003Maurer et al, , 2008. Motivation to perform self-development is also derived from organizational factors, such as a supervisor encouragement (Maurer & Tarulli, 1994;Maurer et al, 2003).…”

Developing leaders by supporting their transitions into senior positions

“…Interpersonal development includes aspects such as experience, learning, skills and self-development (Bettin & Kennedy 1990;Boyce, Zaccaro & Wisecarver 2010;Mumford, Campion & Morgeson 2007). Its relevance to career transitions include awareness of the type of experience leaders have before the promotion; encouraging transitioning leaders to remain open to the idea of learning; being cognisant of the types of skills required at the new career level; and awareness of career and work orientations to direct self-development.…”