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Readings:
Day, D. 2001, Leadership Development: A review in context, Leadership Quarterly, Vol 11, No 4, pp 581-613.
Long and complex but had some worthwhile stuff in it. I liked the idea of separating 'leader' from 'leadership' and defining the former as an individual skill and the latter as a social skill (Table 1.). I also liked the reviews of the different leadership development processes; 360-degree feedback, coaching, mentoring, networking, job assignments and action learning.
Densten, I & Gray, J. 2001, Leadership development and reflection: what is the connection?, The International Journal of Educational Management, Vol. 15, No 3, pp. 119-124. (link is only to page one of six)
Talks about how critical reflection is important to ones development as a leader. Mentions learning, reflective journals as a tool and lists the following as useful attributes for this kind of learning:
Hernez-Broome, G. Hughes, R.L. 2004, Leadership Development: Past Present, and Future, Human Resource Planning, Vol. 27, pp. 24-33.
This appears to be the friendly, short version of the Day article.
Rayner, D. Chisolm, H. and Appleby, H. 2002, Developing leadership through action learning, Nursing Standard, Vol. 16, Iss 29, pp. 37-39. (link is to where you could buy it - I don't recommend this unless you find the abstract FASCINATING)
Discussion of action learning as a leadership training tool in the context of nursing.
Ready, D. and Conger, J.A. 2003, Why Leadership Development Efforts Fail, MIT Sloan Management Review, Vol. 44, pp. 83-88.
No seminar, lecturer has food poisoning :(
Day, D. 2001, Leadership Development: A review in context, Leadership Quarterly, Vol 11, No 4, pp 581-613.
Long and complex but had some worthwhile stuff in it. I liked the idea of separating 'leader' from 'leadership' and defining the former as an individual skill and the latter as a social skill (Table 1.). I also liked the reviews of the different leadership development processes; 360-degree feedback, coaching, mentoring, networking, job assignments and action learning.
Densten, I & Gray, J. 2001, Leadership development and reflection: what is the connection?, The International Journal of Educational Management, Vol. 15, No 3, pp. 119-124. (link is only to page one of six)
Talks about how critical reflection is important to ones development as a leader. Mentions learning, reflective journals as a tool and lists the following as useful attributes for this kind of learning:
- open-mindedness as a desire to listen to more than one side of an issue, to give attention to alternative views, and to recognize that even the firmest beliefs may be questioned;
- responsibility as the desire to actively search for truth and apply information gained to problem situations; and
- wholeheartedness as the attitude whereby individuals can overcome fears and uncertainties to make meaningful change and to critically evaluate themselves, organizations, and society.
Hernez-Broome, G. Hughes, R.L. 2004, Leadership Development: Past Present, and Future, Human Resource Planning, Vol. 27, pp. 24-33.
This appears to be the friendly, short version of the Day article.
Rayner, D. Chisolm, H. and Appleby, H. 2002, Developing leadership through action learning, Nursing Standard, Vol. 16, Iss 29, pp. 37-39. (link is to where you could buy it - I don't recommend this unless you find the abstract FASCINATING)
Discussion of action learning as a leadership training tool in the context of nursing.
Ready, D. and Conger, J.A. 2003, Why Leadership Development Efforts Fail, MIT Sloan Management Review, Vol. 44, pp. 83-88.
- Pathology #1: The "Ownership Is Power" Mind-Set - guarding turf, withholding information, nonparticipation etc.
- Pathology #2: The Productization of Leadership Development - one-day, paint-bythe-numbers, "edutainment" sessions
- Pathology #3: Make-Believe Metrics - measuring use of leadership programmes; not leaders
- Share Ownership and Demand Accountability
- Invest in Processes, Not Products
Measure What Matters
No seminar, lecturer has food poisoning :(