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Leadership Development - Science topic

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I am currently researching creative ways to evaluate leadership development, if you are involved in leadership learning, development or education, I would be interested to know your innovative and creative evaluation methods.
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Hi Gareth Edwards . Although I haven’t directly applied it to leadership, i believe the theory of artistic management I developed could easily be applied to mapping leadership as it emerges in various contexts. I am currently using it to evaluate a class I am currently teaching in business, creativity and opportunism for the work place. In a leadership context, I would map against the theory’s core dimensions of creativity(innovation), mimesis (vision) and craft skills(in leadership). The ‘art’ in leadership emerges at the conjunction of the three dimensions. There is also a sense in which, taking my original theory, leadership may represent the art of management.
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Question 1
(25 Marks)
‘The overall goal of the People Plan in 2018 remains much as it was in 2016: to ensure that the department has skilled,
talented, diverse and high-performing people, who are proud to work for MHCLG and are supported and trusted by
empowering and inclusive leaders".
In light of this statement provide an analysis of the best practices used by the Ministry of Housing. Communities and Local
Government (MHCLG) in managing human resources, that you view as suitable recommendations for other organisations to
adopt in order to achieve organisational goals and strategy. The discussion should outline why you believe these practices
are relevant in supporting the organisational strategy.
Question 2
(25 Marks)
‘Each pillar has an aggregate RAG rating of performance which comprises of a number of subsidiary measures and is
reported on quarterly on a red. amber or green performance rating scorecard, along with additional explanatory
commentary." Based on the organisational context of the Ministry of Housing. Communities and Local Government, advise
managers on the relevance and application of the performance management process, and how to use the Results
Approach to performance management.
Question 3
(25 Marks)
According to Christine Hewitt, the Director of People Capability and Change at the time the Plan was drawn up, there was a
significant shift in emphasis between People Plan 1' and People Plan 2, which partly took account of progress made, but
also heavily reflected the shift in the strategy, focus and ambition of the newly re-christened Ministry.
With reference to the case study, and application of relevant theory on the Strategic Management Process, critically discuss
the significant integration that exists between an organisation's human resource strategy with the overall business strategy.
The Discussion should examine the benefits of this interaction for contemporary organisations.
Question 4
(25 Marks)
“Leadership development work was described as a painting the Forth Road Bridge' type of activity that has seen significant
improvement but needs to continue to be delivered effectively and adapt with time". Examine the purpose of undertaking a
training needs analysis at three critical levels, to ensure that leadership development initiatives produce the expected
Return on Investment at the Ministry of Housing, Communities and Local Government.
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Leadership development is the process which helps expand the capacity of individuals to perform in leadership roles within organizations. Leadership roles are those that facilitate execution of an organization's strategy through building alignment, winning mindshare and growing the capabilities of others
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I am teaching MBA and EMBA students. can you recommend any good leadership development simulation? Thanks.
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Thanks for all the great help
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Dear Research Community,
I am asking for your participation and especially for your feedback on our Self-Assessment for Digital Transformation Leaders: https://t1p.de/mwod
The goal is to provide leaders a mirror to reflect on themselves and the skills as well as personal attributes required for digital transformation. In the end, participants receive an integrated presentation of their results (see appendix).
  1. Are all questions understandable?
  2. Which questions lack precision?
  3. In your opinion (as a digital leader), are essential aspects still missing? If so, which ones?
I am looking forward to any kind of suggestions.
Best regards
Alexander Kwiatkowski
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Depends upon the structure and culture of the organisations
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Employees in public sector organizations are generally less inspired at work compared to the private companies. Public sectors are prone to process than results, rule based, likely to take less risks,and inclined to satisfy their own interest rather than the organizational one. Politics do play a greater role in human resource management system. Given these conditions, it is felt that inspiration is rather a challenge for the management. How leaders should pursue in public sector organization to inspire the employees?
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Some people get motivated by achievement, some motivated by affiliation and others by power. A leader should identify which employee belong to which category.
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I just read some papers discussing PLIS as a method to measure leadership integrity. Is there an alternative to PLIS? What do you think. (PLIS: http://people.uncw.edu/nottinghamj/documents/slides6/Northouse6e%20Ch16%20Ethics%20PLIS%20Survey.pdf)
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You can use third party evidence through questionnaire.
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In my view, Role Model concept is part of transformational leadership and ethical leadership. in turn, it is a soul of authentic transformational leadership. In present business scenario, there is a need for leaders with ethical values and sustainability mindset. Role model concept plays a major role in leadership development and new generation learns the behavior and hence the leadership p from the current leaders taking them as their role models. I want to know the opinion of research scholars and leadership gurus on my view.
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Servant leadership
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What are some of the most common challenges faced by rural school principals and how can these principles be developed in order to address these barriers?
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Nice Contribution Belle Louis Jinot
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Conducting a year-long collaborative autoethnographic study of higher education leaders. My partner and I would like to conduct a pre and post test concerning our sample's views on their leadership identity.  
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Nice Contribution Michael Platow
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I am a corporate trainer and we use case studies as an integral part of our leadership development programs. Because our audiences span across several lines of businesses, we have recently starting using a case study of a different industry (we are in the financial services industry and the case study is real estate). We chose to do this in order to minimize (or eliminate) bias (i.e., one line of business having greater insight into the problem/situation than another line of business). I'm wondering if we should reconsider and use a case study that is more closely aligned to our industry. Is there any research that you know of that would indicate the pros/cons of one over the other? Thank you and I look forward to hearing back from you. Joanne Johnson/JPMorgan Chase & Co.
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Thank you for the response and question. What type of training is it? Is it specialised/technical or broad - organisational, behavioural etc., and what level is it pitched at, entry level, supervisory, managerial etc.,
I will look for something for you to hang your decision onto, but largely what I am sharing with you is based on my experience, both as an executive in my earlier days, later as a strategy consultant and now as a financier.
My two cents' worth is that if the learners are mostly professionals and a bit higher up in the organisation, you cannot go wrong with case studies from other industry sectors. In fact, most of the assessment tools, especially case study components are cross industry.
In the end, the key determinant is the culture of the organisation. If you have a "NIH" (Not Invented Here) syndrome at play, then it is best to stick to the safe option.
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There are several widely adopted scales in literature for measuring Self-Efficacy and Leader Self-Efficacy; for instance, scales developed by Ladegard, & Gjerde (2014); Ng, Ang, & Chan (2012); Paglis, & Green (2002). However, have any of these or similar scales been translated into Arabic? And do you know of studies on these constructs conducted in Saudi Arabia or another Arab country?
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Thank you Michael Uebel and Noman Mohammad for your help!
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In my opinion, some traits are born with a person such as charisma, professional talking skills & confidence. They either increase or decrease by time depending on experiences and situations a person passes through, but also I dont think that leadership is acquired since some people spend their lifes taking courses about confidence, professional talking, and more, and still they cant manage to influence others. So leadership is innate mostly with working on acquiring some skills. What do you think?
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We can have some comments based on the leadership theories. According to Great Man Theory leadership is something comes from birth. According to Trait Theory it can both come from birth or acquired later. On the other hand Behavioral Theory asserts that leadership behaviors can be developed which means it dooes't come from birth but acquired along the life. General belief about the topic is clear that most of people today still believe leadership is inborn. But for me, it is something mostly can be developed by experince and interaction with environment. Similar to personality development (mostly character and a little temperament).
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I am planning to undertake a research which aims at developing a multidimensional leadership development model that can be used to develop leaders in Ethiopian higher education institutions. Hence, thinking about a design based research as a major research design. What do you comment ? Does DBR fits the aim?
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Thank you all.
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I am currently working on my dissertation which focuses on exploring teacher leadership development for preservice teachers.
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Colleen, principal and superintendent preparation programs are at the graduate level, as in many, if not all states, eligibility for administrator certification is predicated on already having a teaching certificate and teaching experience. My university is located in St Louis, Missouri, midwest USA.
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Historically speaking, we say Winston Churchill, FDR, Charles De Gaulle, Mahatma Gandhi, Nelson Mandela, Dr Sun Yat Sun, Mao, V.I. Lenin and the like have been good leaders. We do not get to talk about people in our times in the same tone. What qualities and attributes mark out a good leader? Are there some characteristics in 'good leaders' that we can say are universal and worthy of emulation by others?
PS: please do not take on any individual person in the political arena anywhere in the world. Let us discuss only the leadership qualities that they must have or should not have, from academic perspective.
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I believe this is an outstanding question. From my perspective, a leader is that individual who has presence, knowledge, the ability to communicate, a moral compass, strong ethical values, concerned for those within their organization and the ability to analyze and act on the dynamics around your organization. They must envision and self-confidence. We have all worked for outstanding leaders and individuals who have fallen short lived and placed in leadership positions. What I expect from our leaders is a moral integrity, vision and encourage to do the right thing at the right time. Sometimes when it is unpopular. For most leaders ultimate success or failure depends directly on how they respond in the situations that they encounter when they are in leadership positions. Today it is extremely difficult for leaders, especially in light of the media that can either represent or miss represent their intent and either strengthened or weakened their images leader. While you used some interesting examples of leadership, Ultimately, there judged by history and the successes or failures attributed to them.
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As leaders are developing as leaders, they are also developing as adults. How are the two related? Do you think some of the typical leadership competencies that we try to "teach" leaders are actually "developmental"?
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Dear Valerie,
Leadership development is widely affected by in the environment in which we live, grow, and work. First of all, you have to put the question in a context. Otherwise any answer to your question would be vague without context. I suggest the following articles:
Scott J. Allen & Jon F. Wergin, “Leadership and Adult. Development Theories: Overviews and Overlaps,” Kravis Leadership Institute,. Leadership Review, Vol. 9, Winter 2009, pp. 3-19
Megheirkouni, M. (2016a), Leadership development methods and activities: content, purposes, and implementation, Journal of Management Development 35(2), pp. 237 - 260. DOI: http://dx.doi.org/10.1108/JMD-09-2015-0125
Megheirkouni, M. (2016b), Leadership behaviours and capabilities in Syria: an exploratory qualitative approach, Journal of Management Development 35(5), pp. 636 – 662. DOI: http://dx.doi.org/10.1108/JMD-02-2015-0022
Megheirkouni, M. (2016c), Factors Influencing Leadership Development in an Uncertain Environment, Journal of Management Development, 35(10), pp. 1232 – 1254. DOI: http://dx.doi.org/10.1108/JMD-07-2016-0128
Megheirkouni, M., Roomi, M. (2017). Women’s Leadership Development Programmes in a Sports Setting: Factors Influencing the Transformational Learning Experience of female managers, European Journal of Training and Development, Vol. 41 No. 5. pp. 467 – 484. https://doi.org/10.1108/EJTD-12-2016-0085
Megheirkouni, M. (2018a). Leadership and Management Development Post-War: Exploring Future Trends, International Journal of Organizational Analysis, 26(1), pp (in press).
Good Luck!
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I am particularly interested in the application of Design Based Research in the area of higher education leadership development. Could you please licate any research in this regard ?
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Servant Leadership, refer to my research paper on Servant Leadership, An Imperative leadership style for Leader Managers
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Hi,
I am currently working on my research proposal.My topic is about contemporary leadership style:its influences on school based management.I hope you can help me by sending a research questionnaire related to students evaluation on teachers performance and  school heads performance as evaluated by internal and external stakeholders.Thank u in advance.Your help will be a great help.godbless u!
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Dr Ines Meyer has supervised research on Heads of Schools - she can be located on researchgate 
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Leadership styles 
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The distinction between those two styles of leadership may or not be meaningful ,but all have to be and are used in any kind of organisation depending on the situation. As a leader, you need to get people committed to the organisation goals either by rewarding (positive transactional style) or by stimulating (transformational style) instead of punishing (negative transactional style). However, depending on the context, the reward would be more psychological (public recognition of performance) than material.
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I just want to get an broader view on the student development process
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In my humble opinion, a real problem for students (who are actively participating in student political organizations) is distraction from their studies even though they may deny that.
I have witnessed students (elected as representatives for students in certain disciplines) who wasted lot of precious time at the expense of their studies including absence from lectures.
In some 3rd world universities, elections of student unions have been politicized. Wastage of 3 days occurs easily during this process (one day before the elections, the day of the elections, and the day after so as the “winner” celebrates !). I do not think that such activity can add positively to the development process of students.  
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I'm asking since I have worked with a mining organization in the region recently, and found them to have a very global mindset. They were very willing to listen to new ideas that may contribute to improve their operational capabilities, including but not limited to HR and diversity. 
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May I suggest you that, please log into google scholars, write the topic you shall find established facts for your work.
Regards
Kazi
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i'm working on organisational learning, looking for paper on experience curve given by boston consulting group in 1970
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methods of training 
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Hi dear 
The nature of training method depends on many factors. The main of these is the goal of training. Then the level trainee him/herself. Another thing is the time allotted to training.  The attached link may be useful for you .
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I am planning to invite people from different fields for a co-creation process. But what are the most relevant factors for creativity resulting in brilliant ideas for both, individuals and groups?  What should I look out for when inviting people and putting the groups together? What´s your experience, which literatur do you know concerning my question?
From my personal experience,relevant factors include:
Individual factos: un-biasedness, openess, curiosity, courage, intelligence, general knowledge, non-conformity, intuition, imagination
Group factors: Diversity (of perspectives), fun, trust, vision, solidarity, communication
Thanks for your ideas, thoughts and insights! 
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Hello Chris,
I share two references, both by me. I am new to RG and do not yet know how to upload papers for general use without violating any copyrights. If you can not find these papers and want them, send me your email and I will send a copy for personal educational use.
Core Issues. Understanding the emergence of creativity in people, over many thousands of years.
 1. A Reasonably Accurate History of Man: And The Next Age Article in Creativity and Innovation Management 2(3):188 - 196 · October 2006
DOI: 10.1111/j.1467-8691.1993.tb00095.x
"current state" on what blocks creativity in people
2. What Blocks Creativity – A Manager Perspective , Sep 1999, Creativity and Innovation Management, John Groth and John Peters
Good luck.  John kari01@tamu.edu
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In order to be innovative, organizations need employees who are psychologically connected to their work. Is nursing staff in public hospitals are engaged in their work?
I am searching for a survey based literature that assess the clinical nurses engagement in work and its role to their innovative work behavior. Moreover, what can be possible mediators and moderators in (Work engagement-Innovative work behavior) relationship?
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Dear Farhat Shaheen,
There was an old book (see  a link enclosed) with a good description of clinical nurses' behavior.
Success!
Igor Gurkov
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I wrote a paper on social capital in the context of natural resource management in 2009. After, 8 years, I am thinking of revisiting this concept but from a fisheries co-management perspective. So any literature recommendation or comment is appreciated.
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Management is a basic social principle that can be transported a cross any disciplines, including the fisheries. But in the contextual theory and norm of social capital, you have to be more specific to determine the concept of social capital itself due to your research project. for example, you can connecting the social aspects or indicators such as integration, cohesiveness and social support as a tool to managed the competitive advantage of your management fisheries matters.   
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I am looking for articles, papers, references dealing with the translation/interpreting/communication in the events of political and/or humanitarian crises at all levels: personal, organisational and governmental. 
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Hi Khaled! 
In her book "Translation and Social Media" Renée Desjardins has discussed Translation and Crisis Management. You may find them of use and value. 
Bests, 
Saeed
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Hello.
I am currently working on my final bachelor project. The broad topic of the project is job satisfaction of civil servants and I am reviewing some of the research done on the topic. Therefore, I would like to kindly ask you to recommend me some research on the topic, that would be worth reviewing.
I would be grateful for your answers.
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Dear Professor Spector
We have recently published an article on CSB in public administration scholarship which draws heavily on your work. We are quite curious to see what you think:
Sincerely
Bert
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Beste Bert,
een interessant overzichtsartikel over het gebruik van gegevens uit surveys.
Bert Bröcking
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Dear Dr. Ahearne, I would like to inform you that I am a researcher at Tallinn University of Technology and my subject relates to Empowering leadership, Delegation of Authority in Business Organization. I am interested in using the scale of the 12 questions of Ahearne et al.`s (2005). Could you please inform me how I can get this scale? Thank you in advance Souliphone LUANGLATH
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You can find it in Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of management journal, 53(1), 107-128.
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Dear all, I am wondering why design strategies in citizen culture generate changes in social behavior? And my closest reference is Antanas Mockus (Mayor of Bogotá of the 90's) with his policy on respect for norms, laws, and culture. There may be other approaches than policies.
Thanks in advance
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Thanks for sharing Jorge, I know the work of Rocío Londoño. If you have worked on the topic I would like to read the publications, they would be very useful in my research project. Thanks again and I hope to see you soon
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Is there a paper that summarises the various theories used in management accounting empirical research besides Ryan et al 2002 book?
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Many many thanks Joffrin and Ildefonsc
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I really need the SEI Questionnaire for my research paper. 
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Consult this paper
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Quantitative approach if any
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Have a look at
It is highly cited.
Please note that shared leadership, collective leadership, and distributed
leadership are often used interchangeably in research literature, you might find other scales when using these keywords.
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In the framework of a school-based ethnography, What is the optimal duration (time) of the researcher presence at school, considering that the purpose of the study is to explore food practices among children via a participant observation?
Dans le cadre d'une étude ethnograhique en milieu scolaire, Quelle est la durée optimale de la résence du chercheur sur terrain, sachant que ce dernier réalise une observation participante des pratiques alimentaires des enfants?
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The specific duration of participant observation usually depends on the setting, activity, and population. For example, the researcher might spend an hour, an afternoon, or a series of afternoons in a particular setting. In this case it would be important accurately planning in advance your engagements (lunch, breaks,etc...and the time  after the session in order to write down your immediate considerations).   I believe that a couple of weeks would be the ideal timeline.
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Names of Pakistani companies are required which offer mindfulness trainings to their employees
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Thanks a lot mam
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How managers construe themselves as leaders, including their belief systems about people and power, would seem to have an important influence on how they interpret and act in their role. It would also seem important for their organisational fit and their personal development.
The question falls into the areas of social-cognition and self-identity. 
I'm looking for theoretical and empirical references and any related questionnaire-based measures.
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Yes, Len, it's your old coworker - hello and hope that all is well. Yes, I fully agree that self-ratings are problematic - though they have been, for many years, the foundation of trait and preference research and practice. And so is any form of self-report problematic regardless of context, whether introspective reflection, political interview, clinical assessment or autobiography. Even the confessional, I dare say.  But despite that what people say about themselves and how they rate themselves are very interesting to us psychologists and that's why I have been working with leaders - to understand how they see themselves and how they want others to see them. Thus far, our data show some very interesting and predictable relationships between self-ratings of 'me-as-leader' and (a) personality traits and gender (b) organisational factors such as type of organisation (profit vs not-for-profit) and hierarchical level, and (c) interim vs full-time job applicants. I use the model and research findings in my executive coaching practice (though not a lot in my retirement) to raise self-awareness and promote self-development of an effective mindset for leading. So, if you know of any other research/practice into the cognitions managers/leader have about themselves and their self-identity I'd be very grateful to hear more. Very best wishes to you. Brian
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I used leader member exchange (LMX) theory on a research paper which is on inclusive leadership. The basic essence of inclusive leadership is "everyone matter". However, LMX theory has two basic views of in group and out group?  I used it as equity LMX because of Basic essence of inclusive leadership. Therefore, how I convince the readers based on LMX theory?
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Dear Bashart Javed
For clarity ,I will suggest you to go through following articles:
1.Differentiated leader-member exchange and group effectiveness: a ...
by D Choi - ‎2013
2.In-groups and Out-groups - Sites at Penn State
Mar 4, 2013
3.Differentiation in leader–member exchange: A hierarchical linear ...
by L Ma - ‎2010 -
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Despite the overwhelming articulation of the need to conduct research, collect data and produce findings that would really be of relevance to management, we are still challenged in that regard. I think that higher education institutions should seek to link with businesses and other organizations and find out their concerns and hopefully establish the type of alliances that would allow our students and ourselves to research such concerns on behalf of such organizations. Copies of completed studies should be left with the organization for their consideration. This arrangement could be continued until once the mutual interest is maintained.  
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Dear Russel,
I use in my course "Strategic Organizational Design" a following task for my graduate students mostly of whom work in different companies --
1) to run a strategic diagnosis of their companies using a special software (Organizational Consultant 9.1 available from Ecomerc.com)
2) to find strategic and organizational misfits using that software;
3) to provide inputs and output of the analysis to their bosses and to discuss with them the results and  possible ways to eliminate (decrease) the number of misfits, that, in general, is beneficial for the firm (see enclosed).
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I need some help please. I am doing my dissertation on leadership and created a model. The models consists of two independent variables i.e.
Leadership style which includes transformational, autocratic, democratic, charismatic and servant styles;
Leadership practices which includes Kouzas and Posner model i.e model the way, inspire a shared vision, challenge the process, enable others to act and encourage the heart. 
The dependent variable is the Influence of job performance.
The methodology I intend to use is quantitative and thus I require some questions which are connected with the above mentioned topics.
Can someone help please?
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1. Is leadership style positively and significantly related to job performance?
2. Is leadership practice positively and significantly related to job performance?
3. Do leadership style and leadership practice jointly explain a significant percentage of variability of job performance?
I assume here that job performance is job performance of subordinates/followers and leadership style and leadership practice are from their superior/leader. 
Best wishes!
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Within learning and development, there are several functions:  career development, professional development, leadership development, and training. What are effective models and best practices for organizing and leading the work in these areas.  Please focus on learning and development within the Human Resources area, and preferably in a university setting.
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Well, I have been writing a literature review about evolutionary organizations and their structure of self-managed Teams. Have you already heard about Frederic Laloux? He has collected data from different outperforming enterprises, which applied new methods of working to achieve higher involvement, adaptation, problem-solving, motivation and outcomes. Self-organization, self-management, emphasis on purpose, stakeholder approach and flat hierarchies are some of the main points. The book (Reinventing Organizations, 2015) includes mainly anecdotical evidence, but I have found empirical proofs for the most of his claims. Holacracy is a quite new organizational structure tool, wich seems to reach this goals solving the problems of inter-group coordination with new technologies (a kind of intranet, where employees can change their roles, show their task progress and benefit form the learning developments of other teams). This seems an adequate and interesting option to me for the kind of organization you are presenting. You may be dealing with Millenials in a fast-changing environment, this kind of structure allows the highest flexibility and fit perfectly for high-level learning units. An important moderator for the success of the implementation seems to be anyway the attitude towards the goals to be reached with this change. I mean, that implementing high levels of empowerment just because of their impact on effectiveness may lead (paradoxically) to inferior levels of effectiveness, as implementing because of the win-win situation for the development of the persons working in the system and the improved attainment of the organizational purpose. I really would like to know your opinion on this topic. Kind regards from Switzerland! 
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Literature suggests that a number of instruments exist that exhibit sufficient psychometric development for measuring servant leadership. Considering such, which instrument would you recommend for my imminent servant leadership research and why? Additionally, what recent research articles would you recommend worth reading that relate to servant leadership measurement?
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See the following Questionnaire:
Instructions: Select two people who know you in a leadership capacity such as a coworker, fellow group member, or subordinate. Make two copies of this questionnaire and give a copy to each individual you have chosen. Using the following 7-point scale, ask them to indicate the extent to which they agree or disagree with the following statements as they pertain to your leadership. In these statements, “He/She” is referring to you in a leadership capacity.
Key: 1 = Strongly disagree 2 = Disagree 3 = Disagree somewhat
4 = Undecided 5 = Agree Somewhat 6 = Agree 7 = Strongly agree
SOURCE: “Servant Leadership: Development of a Multidimensional Measure and Multi-Level Assessment,” by R. C. Liden, S. J. Wayne, H. Zhao, and D. Henderson, 2008, The Leadership Quarterly, 19, 161–177.
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I would like to know if there is any well established scale is available which can help measuring the HR Technology and HR Transformation in firm.
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Transformation aspects are associated with strategic aspects of the organization and longer-term value adds, the development of staff for example.
It is with the above approach in mind, linked to the Annual Employee Life Cycle which provides the long term strategic approach to be taken in order to provide world class HR.
Your annual employee life cycle may include the following factors
Operational support
Training and development
strategic aspect formulation of polices (global polices but local unit practice )
HR data
compensation and benefit.
I think this may be of help  
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There are set of questions and tools that have been used to develop concepts like LXM. I need to find some set of questions to conduct interview towards gathering data for my study.
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May I suggest you review what happened at Wells Fargo bank & Enron regarding policies, procedures, & behaviors associated with the ethical breakdown. These cases could provide the foundation for developing a situational based questionnaire. For example, at Wells Fargo, employees who did not follow the unethical "rules" received poor performance reviews. 
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Good day :) everyone!
I would like to explore the relationship between OCB and leadership.
Anyone interested in the topic or have inputs or literature to share?
Would be much appreciated.
D
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Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269-277.
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I am developing a theoretical framework proposal combining both constructs but I would love to find someone who is also working in the same field. 
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You may be interested in ethical aspects of the managers. See the following paper
Good luck!
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Officer cadets have attended a three year programme of military training and academic studies (under graduate programme) at the university. One of the compulsory courses is Effective Leadership which is usually taken in the first year of their studies.
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Training can be evaluated at four levels, i.e. reaction, learning, behaviour and results (Catalnello and Kirkpatrick, 1968, as in Mathis and Jackson, 1985, p.300). As far as your question is concerned, it is more towards learning level. At this level, evaluation attempts to assess the degree to which the trainees have learnt from the training. To what extent did the trainees acquire the relevant knowledge, attitudes and skills because of the training programme? An attempt is made to get a right answer for this question at learning evaluation level. Typically, learning is measured by examinations. If a paper-and-pen test is used, it can be designed so as to include essay-type questions, structural questions (having several parts), multiple choice questions, true-false questions, filling-the blank questions, case study questions, critical incident questions and skill building exercises. To be effective, the examination should contain questions with regard to the contents of the training programme. If a performance or practical test is used, it should be designed so as to include a good sample of the content of the training. 
It is possible to evaluate at the reaction level too. Measuring opinions of the trainees with regard to the training they received occurs at this level. It intends to assess reactions of the participants in the training programmes about success of the training. How well and how far do the trainees like to the training programme? Evaluation at reaction level attempts to answer this question. Getting trainees’ responses to the training is possible by administering a questionnaire. To conduct interviews is another way of getting reaction data and information from the trainees. Hence questionnaire and interview are the two techniques which can be used for data collection.
In case of the design of training evaluation that refers to approach or style of assessing the impact of training on learning (reaction etc). Pre/Post-Measure can be used and it means assessing the training programme’s success before the training and after the training as well. Pre means before (learning the trainees had before the training) while post means after (learning the trainees have after completing the training).
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How could an organization promote self-reflection to develop authentic leadership behaviors?
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Besides the previous answers, using the life story approach can help leaders improve their awareness of their deep experiences and improve their sense of autonomy essential for the development of authenticity. You can find more information in:
Shamir, B., & Eilam, G. (2005). “What's your story?” A life-stories approach to authentic leadership development. The leadership quarterly, 16(3), 395-417.
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My doctorate research is on leadership and decision making. The literature is overloaded on leader traits, competencies and impact of leader role on business  (financials & production) & HR analytics (organizational culture & engagement). I want to delve deeper to better understand how local government leaders make decisions particularly when under stressful conditions. I plan to incorporate mixed methodologies to illustrate how qualitative and quantitative data sets can provide a rich picture in action learning situations. Appreciate insights into literature, tools or assessments that will address this topic. 
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 Hi Constantin,
You raise a very good point regarding the potential complexity of the topic. It is cause for further reflexivity to hone the problem statement and scope. Your assessment  regarding the nature, nurture aspects of leader characteristics provides further food for thought. I look forward to reviewing the books you recommend.
Thank you for your comments,
Karen
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I am currently searching for empirical evidence on the tranferability or stability of leadership perceptions in teams.
Are there any studies on emergent/informal leadership perceptions where leadership is assessed across different tasks but in consistent teams?
In most studies where the subjects work on different tasks in teams (e.g. Barnlund, 1962; Zaccaro, Foti, & Kenny, 1991) the team members are changed after each task.  I would be very happy if I could find empirical data where leadership is assessed for each different task (preferably round-robin) in consistent teams.
Any suggestions are highly appreciated! Thank you!
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We have no lab data, just actual client (real organizations) experiences.  In the example -- linked below -- Maria was seen as a leader in many facets, due to her knowledge, experience, and willingness to mentor others. People WANT to follow her! She was an "emergent" leader, not a prescribed one.  The prescribed leader was ignored by most.
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I am working on my dissertation at Grand Canyon University. My topic is executive coaching in the federal government leadership development programs.  I am measuring self-efficacy and goal setting.  For self-efficacy, I am using the new general self-efficacy scale. For goal setting, I have not been able to find an instrument. 
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Lucas, 
Thanks for the information. I will check out both of them.
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Generally, the notion of military leadership is connected with leading people in a battle and therefore belongs to the moral component of fighting power. Or, as Liddell Hart says "a commander should have a profound understanding of human nature, the knack of smoothing out troubles, the power of winning affection while communicating energy, and the capacity for ruthless determination when required by circumstances. He needs to generate an electrifying current, and keep a cool head in applying it." On the other hand, security environment has changed (more complex, uncertain) and the military integrates more with other governmental ministries and agencies in order to provide security. The imperative for the military organization is to be more agile, responsive, adaptable and innovative. In that sense it seems that (the highest) military leadership's qualities needs to be expanded to encompass ability to transform the organization (even the culture). How does it fit in the developmental theory? (ref. Susanne Cook-Greuter, WIlliam Torbert, Ken WIlber)
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Military leadership is required to act differently in different situations. During war time, the military leadership is required to take strategic decisions and implement the same through command and control structure, the military organizational structure being hierarchical.However, leader is required to lead from the front, set example and keep the level of motivation of the forces high. During peace time, the leadership role is to lead a human organization, where understanding of human psyche is important . Therefore, leader is required to communicate, understand the expectations of  different ranks & training needs, be compassionate & empathetic, and keep the level of motivation high through peace time engagement in regular military exercise and social welfare activities. Military leadership is also required to coordinate with different ministries of the government  for national security and for all time preparedness for strategic warfare. Military leadership is required to create agile organization which is highly responsive and adaptable and based on a culture of morality, ethics and commitment.   
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Can any one advice me about the relationship between change leaders conceptual skills and future change?
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It is difficult and ultimately pointless to make people do what they do not want to do. Nobody likes to be subjected to change. But change that we dream up and embrace on our own is different—that kind of change staff undertake and never tire of. If, instead of forcing personnel to perform this or that somersault, we found out what they want to do and helped them achieve it—in so doing building participation and receptivity to change—we would discover that change takes little suasion to envisage and implement. Forestalling Change Fatigue, available at  https://www.researchgate.net/publication/238600582_Forestalling_Change_Fatigue, expands this argument. Future Search Conferencing, available at https://www.researchgate.net/publication/286440317_Future_Search_Conferencing, gives details of a system-wide strategic planning tool enabling diverse and potentially conflicting groups to find common ground for constructive action.
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Students need to conduct a review of the management literature to identify the six most important qualities of a successful manager. In completing the literature review students can draw from sources such as journal articles (e.g. Harvard Business Review, Sloan Management Review); books on management and leadership; magazine articles (e.g. The Economist; Financial Mail); business newspaper articles (e.g. Business Report; Business Times); as well as from reliable internet sources?
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Dear Darryl, 
I still believe a systematic review on the topic is the best alternative. It might take you some time, but you will not fail your task. Moreover, once the world have changed, people have also changed; therefore, the requirements for a good manager certainly have changed too. Then, it is a good idea to analyze how these concepts have changed through the time, and only a systematic review would make it. 
Good work for you!
Regina
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Dear all,
for my research project I would like to measure transformational leadership with the transformational leadership questionnaire (TLQ-LGV) developed by Robert and Beverly Alban-Metcalfe. 
However, I cannot find it online. I have already emailed them, but have not received a reply so far. 
Do you have any idea where/how I can find the questionnaire?
And if not, which alternative questionnaire would you recommend?
Thanks for your help!
Barbara
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Here is ur required scale with complete paper
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Good evening everyone,
  I am searching for a Collaborative Leadership Assessment Tool for the third chapter of my dissertation.  Furthermore, my study will be based on the collaborative leadership practices in an online video-gaming environment.  Although I am aware of instruments such as Collaborative Leadership
Self-Assessment Questionnaires from Turning-Point and the COLLABORATIVE LEADERSHIP SELF-ASSESSMENT from Partnership Continuum, I was not sure if they would be appropriate to give my subjects since they will be in an online environment and these assessments seem to be geared towards face-to-face organizational assessments.  
Any thoughts or suggestions?
Thanks,
Adam
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Adam, my team's assessments are all Rasch-based, and Computer-Adaptive, so they will allow you to determine how short and precise you wish them to be.  For Collaborative leadership, we have a scale for Teamwork based on my own dissertation and the much more recent work from Eduardo Salas.
Our assessments are mobile-centric (Android, iOS) for self-assessments, and for multisource (360), use the web.  Feel free to reach out if you'd like to explain how you're conceptualizing collaborative leadership, antecedents, and the science that underlies our approach.
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Are there different styles of leadership in the  developing/emerging agricultural cooperatives or consumer cooperatives etc.
Do you that the style of leadership if improved/changed in the developing agricultural cooperative or consumer cooperatives etc.  can lead to better organisations? 
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Dear Necdet,
As you know, leadership is based on confidence and freely concesion/provision of authority by the 'followers' (farmers in this case).
In this sense, the model should be based on sharing common interests. Moreover, the main personalities of the cooperatives should be farmers, t talk the same 'language' and pull forward to achieve the same goals. Also, the change in power positions is important, to avoid corruption and divergence in interests.
Regards,
Alfredo.
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I am wondering what are the relevant studies and publications, if any, supporting or rebuttin Situational Leadership in practise.  
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The conceptualization of the followers' developmental level is not especially clear in situational leadership. This makes testing the theory difficult.
Here are some studies which have examined situational leadership, generally only finding weak evidence supporting the theory:
Fernandez, C. F., & Vecchio, R. P. (1997). Situational leadership theory revisited: A test of an across-jobs perspective. The Leadership Quarterly, 8(1), 67-84.
Graeff, C. L. (1983). The situational leadership theory: A critical view. Academy of management review, 8(2), 285-291.
Vecchio, R. P., Bullis, R. C., & Brazil, D. M. (2006). The Utility of Situational Leadership Theory A Replication in a Military Setting. Small Group Research, 37(5), 407-424.
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I am interested in your knowledge / opinions regarding the following questions:
(a) Which tasks in the field of "human resource management" or "personell management" a professor (in general) has in your institution?
(b) In contrast to that, which tasks in this areas has the department head?
And according to that
(c) Which skills in the field of "human resource management" or "personell management" should a professor (in general) have?
(d) In contrast to that, which skills in the field of "human resource management" or "personell management" should a department head have?
I would also appreciate recommendations regarding good publications in this area.
Thanks a lot!
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Dear Anna,
please find attached our current study which also refers to skills of academia. In this study we focused on heads of study programmes at University of Upper Austria and heads of departments at Johannes Kepler University Linz.
Best wishes
Silke
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According to Flow theory, skills are needed to master Challenges and thus get possibly into Flow-state. But how do you define 'Challenges' in business and leadership? 
Any ideas on how to categorise business and leadership challenges, a taxonomy?
Please help/advise!
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Isn't leadership challenge different from business challenge? some of the common leadership challenges are
1.  EXTERNAL CHALLENGE - balancing the organization's and employees' interest, coping with organizational changes and convincing followers, handling conflicts and so on.
2. INTERNAL CHALLENGE - standing as the most confident person, working with essential leadership attributes (tolerance, patience, communication skills, ability to defend oneself and the team), maintaining image as selfless leader, staying focused on objective and so on.
However, if looked from another perspective, business challenges can be external to issues of human resources, I believe.
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  • I am seeking literatures (e.g. studies, peer-review articles, chapters, books) on leader’s ability to increase self-worth? I am particular increased in the business application.
  • I am also seeking ways to measure with validated measures a person's increase in self-worth as a result of his or her manager's leadership style?
  • I am interested in knowing if employees are more successful personally and professionally with an increase in self-worth and leader’s behaviors toward that goal impacting negatively or positively?
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Dear Donta,
read the article "Action as the Core of Work Psychology: A German Approach", Michael Frese and Dieter Zapf, from University of Giessen, Giessen, Germany. It is in the Handbook of Industrial and Organizational Psychology, Second Edition, Volume 4.
Beside it, improve your knowledge about Creativity, and Problem Solving Process. Read Ruth Noller.
The "The Debrief Imperative" and all the related books written by James D. Murphy will show you the way F15 pilots have been trained to achieve high level of performance.
All the time Deming and Juran have to be read. Belief on excelence and that the only way to reach it is when the person has his or her self-wish improved. The same hapens with the real inovation.
Self-worth improvement is a prerequisite to achieve business'  excelence. The work environment has to facilitate that the person act according to his or her self-worth.
Leaders have to study more about the person. There is a natural relationship between the person, his or her action and the task, All of us want to improve our task execution performance.
Hope I have helped you.
Best regards.
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I found out the "pomodoro techinique" (http://pomodorotechnique.com/) and I was wondering if someone of you has already experienced it. 
Do you have other suggestions about this topic?
Thank you
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I personally like to use software called ( tooledo ) from ( www.toodledo.com )
it can be used by Laptop or mobile phone.
you can define tasks, subtasks
Enjoy
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Emerging adults as explained by Arnett (2006), and only those who have worked as counselors at overnight (residential) camps.
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You might consider applying the Kouzes and Posner "Leadership Challenge" framework, e.g. modeling the way, and four other empirically supported practices. They have an instrument, LPI, that might help measure the impact and compare to other leaders. 
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Hi,
I am working on a piece of work that concerns the leadership style of manager, can anyone suggest any questionnaire to measure transformational and transactional leadership styles?
Thank you very much,
Nhat
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Use the items in this (39 items) to measure transformational leadership. It is a shorter version of MLQ. As I know is widely accepted
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Various studies have in the past established that lack of influence is tantamount to lack of leadership. Influence, refers to how an individual stimulates people's interest and passion to willingly strive towards achieving a common goal or desired state.
In the words of Bhatt 2012, he emphasized that true leadership cannot be awarded, appointed or assigned. It comes only from influence, and that can’t be mandated. It must be earned.
However, in some situations an individual finds him/herself in a situation to exert influence, and when he does, the group is not motivated, therefore unwilling to accept such approach to influence from that individual.
This brings me to the question; 
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Dear Olaitan:
My answer does not focus on theory but on simple practices. If your question is really to further research you should give far more weight to the previous responses from our colleagues.
Here are the steps I would advise one to take in order to establish his/her influence within a workgroup:
1. Understand the organizational culture and "politics" to see where you best fit in (e.g. - What are the terminal and instrumental values shared across the organization? See Rokeach Value Survey). P.S. – Do not be deceived by the "espoused" values understand the "enacted" values.
2. Understand your most prominent potential to establish your personal power base within the organization (e.g. – legitimate, reward, expert, referent, coercive – See French and Raven).
3. Seek to align your power base with the terminal and instrumental values of the organizational culture.
4. And now for the most important subsequent steps - Be Humble, Fit In, and Be Friendly ... :-).
Again, these ideas may not help you as much as the contributions from others. Nevertheless I give them in hope that they might be of some use to you and/or others.
Keep the research fires burning.
Your Friend & Colleague,
Dr. Jay
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A leadership framework is needed to analyze, synthesize, and address key aspects of a leadership problem (issues, gaps), context, leader theories, leader values, data, leader competencies.
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Leadership Development Framework:
1) Find out the factors impacting leadership 
2) Find out components/variables comprising leadership 
3) Find out the environment/context/situation in which leadership exists
4) Find out the factors effected by the leadership 
This should drive you to the development of Leadership Framework.
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Should we develop profiling of the excellent leaders first?
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This is an interesting question regarding developing of leaders through eduction system. Is it possible or not? I feel that it is possible, as leaders are made not born. Eduction system now a days cater to holistic development of students, which includes: Intellectual, Physical and Mental developments. The education system should not only provide the inputs but also should be able to identify at the early stages the students with potential to excel in leadership roles, which require: communication skill, quality of getting along with fellow students, drive, initiative, commitment, and above all ethical behavior. Education system must imbibe in students: Determination, Dedication and Discipline, in order to enable them to excel in leadership roles.
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There are not many studies on the humility of the leaders, and this is a virtue that some authors suggest as basic in terms of organizational culture. It is therefore important to know more about the role it plays in the organization's results, as well as the quality of life of workers. The political and business scandals of the last decade were often associated with arrogant, egocentric and little humble leaders. What behaviors identified in your leaders in terms of humility and how it can benefit the organization and the people who work there?
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Servant leadership is a practical, altruistic philosophy that supports people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations. The sense of civil community that it advocates and engenders can facilitate and smooth successful and principled change. Exercising Servant Leadership, available at http://www.adb.org/publications/exercising-servant-leadership, expands on all this. There is also Take Me To Your Followers, available at http://digitalcommons.ilr.cornell.edu/intl/404/, and Informal Authority and the Enduring Appeal of Servant Leaders, available at http://digitalcommons.ilr.cornell.edu/intl/405/.
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Transformational leadership can be defined as “a motivational leadership style which involves presenting a clear organizational vision and inspiring employees to work towards this vision through establishing connections with employees, understanding employees’ needs, and helping employees reach their potential, contributes to good outcomes for an organisation” (Fitzgerald and Schutte, 2010, p.495).
My question is how to inspire others? any solid techniques?
Thank you so much.   
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Motivational/Transformational leadership creates a culture of motivation, inspiration, and development of employees, so that the leader can gain the confidence and assurance of subordinate managers/employees to achieve mission, vision, and objectives of the organisation, and ultimately achieving overall organisational performance.
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We are carrying out a research on organizational determinants of university-industry cooperation in Latinamerican universities. One of those explanatory factors is university leadership. We would like to measure the characteristics of university leaders that determine the impact of these linkages with firms.
We first measured this using the short transformational leadership scale developed by Carless et al. (2000). However, we realized the university leadership is distributed (Rector/President, deans, heads of Departments, …). Any idea about how to face this issue?
Anyone interested in a joint research to further study this?
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Folks,
It appears to my mind that we are mixing two very different concepts- leadership and management. Equating leadership to management may produce very misleading results, in determining  university management
Vecchio (2006) and Shaskin and Shaskin (2004) suggest that real leadership in organization devolves not on organizational structure, but out there, based on competence, trust and the use of influence, not authority and power conferred by regulatory specification or organizational structure, necessarily.This may presuppose that some managers may be leaders while some may not be leaders.
A university is a huge bureaucracy that works on positions of authority with very defined roles and authority levels. Subordinates obey instructions not because they trust and appreciate the superior, but they must carry it out as a day job or vacate their positions. True leadership gets people to do things because they are convinced and pursued that it must be done for the group good-without coercion
Leadership may therefore not necessarily coincide with management, and may be found at different levels of the strata of management ,or even in the lower ranks. Measuring leadership is therefore an uphill task, even though some work has been done over the years  to measure leadership
Some of the proposed leadership measuring scales developed  include:
a)Leadership Skills inventory scale( Karnes and Chauvin, 1985)
b) Least Preferred worker scale ( Peters et al.1985)
c) Leader member exchange scale (Graen et al.1982; Klein and Kim, 1998)
d)Multi-factor leadership questionnaire ( Bass and Avolio, 1985)
e) Leadersship practices Inventory( Posner and Kouzes, 1993)
What need to be noted with any, and every one of these scales of leadership measurement may be as follows:
a). None has a universal answer to measuring leadership. Some measure leadership quality by trait method, while some measure the degree of bonding and acceptability of the leader by group members
b). Some of the scales are better suited for identifying leadership in small groups and some in larger ones. In the same vein, some are better predictors of leadership in manual work than in clerical work
c) Despite empirical findings in support of some of them they are relatively poor predictors of leadership quality and behavior over time
Perhaps, I confused the waters the more . Sorry
References
Bass, B., & Avolio, B. (1985). The multifactor leadership questionnaire. Palo Alto: Consulting Psychologists Press.
Graen, G., Novak, M., & Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and job satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30, 109-131
Kinicki, A., & Vecchio, R. (1994). Influences on the quality of supervisor-suborinate relations: The role of time-pressure, organisational commitment, and locus of control. Journal of Organizational Behavior, 15, 75-82.
Klein, H., & Kim, J. (1998). A field study of the influence of situational constraints, leader-member exchange, and goal commitment on performance. Academy of Management Journal, 41(1), 88-95
Peters, L., Hartke, D., & Pohlmann, J. (1985). Fiedler's contingency theory of leadership: An application of meta-analysis procedures of Schmidt and Hunter. Psychological Bulletin, March, 274-285.
Posner, B., & Kouzes, J. (1993). Psychometric properties of the Leadership Practices Inventory - updated. Educational and Psychological Measurement, 53, 191-198.
Posner, B., & Kouzes, J. (1994). An extenstion of the Leadership Practices Inventory to indovidual contributors. Educational and Psychological Measurement, 54(4), 959-966
Sashkin, M. & Sashkin, M.G.(2004) Leadership that matters. The critical factors for making a difference in people’s lives and organizations’ success. Benin City. Nigeria: Gospel Press and Literature Int.
Vecchio, R.P(2006) Organizational behavior: core concepts.6th edition. Mason. OH: South Western.
Vecchio, R., & Gobdel, B. (1984). The vertical dyad linkage model of leadership: Problems and prospects. Organizational Behavior and Human Performance, 34, 5-20.
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Trying to connect transformational leadership and innovations within the Swiss Hospitality industry. Does anyone have knowledge of specific academic work done in this geographical and industry context?
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Hi Rosselli, i would like to suggest if you can look into the transformational leadership in other field/area and try to link with hospitality industry. Not so much in hospitality industry but will do help in managerial/leadership/supervision/ context.
Regards,
Juliana
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I have been working on the 'Leadership' since long. This term always lead me to a dilemma regarding which is the best way to measure 'Leadership' along with other variables. As in a multivariate study other variable's will assessed by the respondent where as leadership has to be assessed by their subordinates. Now this creates problem while statistical treatment of data. Kindly suggest what can be done in this regard?
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In the research we did at Infosys, we addressed the issue of what construct to measure by whom, based on the literature and on which stakeholder (e.g. self, manager, peer, mentor, client) had the best opportunities to observe that facet of leadership.  As for literature, Hogan's Socioanalytic theory has been supported in three meta-analyses showing that asking for others' views of your personality is more predictive than self-report.  But for self-regulatory constructs like identity, the leader herself/himself is likely the best judge.
I'm fond of Linacre's Many Facet Rasch Model to adjust for biases with modern psychometrics.
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I'm interested in research about the responsible leadership and I am looking for some references, research, surveys, case studies, and suggestions of methods. Thank all for any help;
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Of course there is such connection! The incompetent leader, even if s/he is just an imported outsider who is ignorant of local knowledge, if s/he he have no enough referred expertise s/he may prefer to conceal it by avoiding vulnerable involvement and then s/he is bound to various irresponsible subterfuges to conceal ignorance. I recommend my attached publications and the 4 chapters of my book in the writing. I'll be gald to hear if these are helpful.
Dr. Reuven Shapira  shapi_ra@gan.org.il 
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Basically, I am looking for a way to measure cognitive abilities (calculating, coordinating a team, ....) of a team leader while performing different physically demanding tasks. The tests should ideally be done while performing the task and should be brief and orally delivered.
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I attach the below file less for education of current methodologies and more for historical interest in this line of research.
You might start very simple by asking participants to maintain isotonic force on a hand-held dynamometer, or to maintain cycling speed with foot pedal, or something of that sort  and slip this constraint (variable with forces or speeds below, at, or above comfort level) rather unobtrusively in a variety of simple cognitive tasks (e.g., lexical decision or Stroop).
Best wishes,
Damian
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There are at least three economic books in Southern Africa running for as long as thirty years for SADC. Yet very little can be shown with regards to social integration, let alone economic cohesion. Cases of xenophobia are on the rise and the sentiments of the same seem to be deepening as evidenced by even political agitation in some countries to send away "foreigners" so as to create jobs for locals. Can Africa be truly united when there are such deep intra-national regional divisions? Can such varied economic development levels be brought together? At whose expense? With pandemic levels of corruption at leadership levels, can there be a leadership that will give us self enriching agendas to make the lives of the common people better?
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I doubt Africa can ever be united in the true sense under any one social or political system. What is possible and most probably will happen is the AU making strides with regards to its regional integration agenda; and African countries buying into some agreed governance standards.
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I am a doctoral candidate at the University of Derby and am undertaking practitioner research into authentic leadership development (from a leadership coach perspective) in the NHS, and the extent to which it can be coached.  Thank you.
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