Leadership Development - Science topic

IYH Using a new bespoke creative tension dialogue between 5 personas:

Taylor Reed: 🚀 Okay, team, let's shift gears! Instead of dissecting the Microsoft-Inflection deal, let's craft a hypothetical scenario, a leadership challenge that mirrors the complexities we've been discussing. Imagine a mid-sized tech company, "InnovateSphere," facing a sudden market shift. They've been developing a cutting-edge AI-powered marketing tool, but a larger competitor, "GoliathTech," just launched a similar, albeit less sophisticated, product with a massive marketing blitz. InnovateSphere's team is demoralized, their funding is tight, and their CEO is panicking. Classic David vs. Goliath, but with an AI twist! What do they do?

Morgan Hayes: 🔄 Taylor, excellent framing! This resonates with the challenges of disruptive innovation and the pressures of market consolidation. Let's add another layer: InnovateSphere's internal culture is fractured. The engineering team, proud of their superior technology, wants to push forward with the original plan. The marketing team, however, is advocating for a pivot, perhaps focusing on a niche market segment where GoliathTech's product is weaker. This internal conflict mirrors the broader industry dilemma: specialize or compete head-on? It's a symphony of competing strategies, and the CEO needs to be the conductor.

Alex Jordan: 🏭 Morgan, that internal conflict is gold! I've seen this play out in countless companies. Let's make it even more realistic. InnovateSphere's lead developer, a brilliant but notoriously difficult personality, is threatening to quit if they pivot. He believes their technology is vastly superior and that compromising is a betrayal of their vision. This adds a crucial human element to the challenge. It's not just about strategy; it's about managing talent, egos, and the very real fear of losing key personnel in a competitive landscape. This is where leadership truly gets tested.

Calvin Merrick: 🔍 Alex, you've nailed a critical point: the human factor. Let's add a financial constraint to sharpen the analysis. InnovateSphere has enough runway for six more months at their current burn rate. Pivoting would require additional investment in market research and potentially new hires, shortening that runway. Sticking to the original plan risks running out of cash before they can gain traction against GoliathTech's marketing dominance. This forces a data-driven decision: What's the quantifiable risk of each path, and how can they mitigate those risks with limited resources?

Nathan Vantage: 🧭 Calvin, the financial constraint is crucial for strategic foresight. Let's add a final layer: InnovateSphere has a potential partnership offer from a smaller, non-competing company in a related industry. This partnership could provide access to new markets and resources, but it would also require sharing their technology and potentially diluting their brand. This introduces the strategic dilemma of collaboration versus independence. It's a classic "make or buy" decision, but in the context of a rapidly evolving AI landscape. The CEO needs a long-term vision, not just a short-term fix.

Taylor Reed: 🚀 Fantastic additions, everyone! We've crafted a multi-layered scenario that encapsulates the core challenges of leadership in a dynamic, competitive environment.

Now, let's formulate the five key questions that our hypothetical training participants should grapple with:

Morgan Hayes: 🔄 Building on Taylor's question, let's add a layer of interdisciplinary thinking:

Alex Jordan: 🏭 To address the human element and the threat of losing key talent:

Calvin Merrick: 🔍 To force a data-driven, analytical approach:

Nathan Vantage: 🧭 Finally, to encourage long-term strategic thinking:

Much appreciated

High-performing teams have a clear mission/vision, clear roles of each member for cooperation and/or collaboration, cohesiveness through norming, manageable size, and a timeline. A true team works because no one person can carry out all functions. In reality, the word "team" is thrown out all the time for groups that have no direct concerted effort.

Please see my research-gate portfolio

Unfortunately, I cannot identify the specific questionnaire or scale you are referring to based on the information provided. However, some of the items you listed are commonly found in leadership and team-building measures.

Search online databases such as PsycINFO or Google Scholar to see if you can find the original file or any publications that reference the specific items you listed. If all else fails, you may want to consider developing your own scale based on the items you have listed and conducting a pilot study to assess its reliability and validity.

I hope this information is helpful in your search for the appropriate authors and scale

See the following attachment

Doing a research paper on how to develop the high performer employees to great leaders.

This how we define Transpersonal Leaders, the kind of leader we need for the 21st Century:

Transpersonal Leaders operate beyond their ego, continuing personal development and learning. They are radical, ethical and authentic while emotionally intelligent and caring.

They are able to:

• embed authentic, ethical and emotionally intelligent behaviours into the DNA of the organisation

• build strong, empathetic and collaborative relationships within the organisation and with all stakeholders

• create a Performance Enhancing Culture that is Ethical, Caring and Sustainable

Our acclaimed book, "Leading Beyond the Ego", takes the reader on a detailed journey of development to become a Transpersonal Leader. Also see www.leadershapeglobal.com - hope this helps. John

First you have to define leadership, before you measure it. We usually consider leadership in children as those who want to take charge, make decisions, do it their way. Whereas that is more the default stone-age leadership type, not at all what we need from future adult leaders. What we need are people who are considerate and caring, who encourage others, who want to know other opinions, who want to share, etc. Currently these are not generally considered leadership traits in children. Time for a big re-think before we get even more adult leaders who are selfish ad self-serving.

Formal assessment and leader feedback can be used to evaluate leadership development.

Depends upon the structure and culture of the organisations

Some people get motivated by achievement, some motivated by affiliation and others by power. A leader should identify which employee belong to which category.

You can use third party evidence through questionnaire.

Krishna Murari

Role models are very important in leadership development. Your viewpoints on this are highly in order.

Nice Contribution Belle Louis Jinot

Nice Contribution Michael Platow

Joanne Johnson

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.

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).

Thank you all.

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.

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.

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!

Servant Leadership, refer to my research paper on Servant Leadership, An Imperative leadership style for Leader Managers

Dr Ines Meyer has supervised research on Heads of Schools - she can be located on researchgate 

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.

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.  

May I suggest you that, please log into google scholars, write the topic you shall find established facts for your work.

Regards

Kazi

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 .

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

Dear Farhat Shaheen,

There was an old book (see  a link enclosed) with a good description of clinical nurses' behavior.

Success!

Igor Gurkov

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.   

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

Check this out  https://www.researchgate.net/publication/254399205_JOB_SATISFACTION_OF_CIVIL_SERVANTS_AN_EVIDENCE_FROM_THE_REPUBLIC_OF_MALDIVES

Beste Bert,

een interessant overzichtsartikel over het gebruik van gegevens uit surveys.

Bert Bröcking

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.

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

Many many thanks Joffrin and Ildefonsc

Consult this paper

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.

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.

Thanks a lot mam

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

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 -

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).

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!

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! 

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.

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  

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.

You may be interested in ethical aspects of the managers. See the following paper

Good luck!

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).

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.

 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

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.

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.   

You can read this article for instance.

Kind regards..

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.

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

Here is ur required scale with complete paper

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.

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.

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.

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

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.

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.

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

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. 

Use the items in this (39 items) to measure transformational leadership. It is a shorter version of MLQ. As I know is widely accepted

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

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.

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.

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/.

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.

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.

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

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.

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 

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