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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/114953

    Title: Leadership Development Techniques: Mapping Leadership Development Techniques with Leadership Capacities Using a Typology of Development
    Authors: John R. Turner;Rose Baker;Jae Schroeder;Karen R. Johnson;Chih-hung Chung
    Keywords: Literature review;Typology;Leadership development;Leadership capacities;Leadership development spectrum;Leadership development techniques
    Date: 2018-08-02
    Issue Date: 2018-09-20 12:11:01 (UTC+8)
    Publisher: Emerald Publishing Limited
    Abstract: Purpose
    The purpose of this paper is to identify the different leadership development techniques used to develop leaders from the human resource development (HRD) and performance improvement (PI) literature, and to categorize the development techniques using Garavan et al.’s (2015) multifaceted typology of development where development has recently emerged in the literature as a “central and important process” (p. 360).

    This literature review followed the guidelines for an integrative literature review presented by Torraco (2005) and Imel (2011). This literature review was a freestanding literature review designed to provide directions for future research and development within the HRD discipline.

    This literature review categorized over 500 leadership development techniques and mapped them with previously identified leadership capacities into Garavan et al.’s (2015) development typology. Once mapped, the authors were able to identify the most common leadership capacities and related development techniques for each development domain in the typology.

    Practical implications
    This research provides a tool for identifying required leadership capacities and development techniques that could be used by scholars and scholar-practitioners to conduct further research, as an aid in designing future leadership development programs and as instructional materials in the classroom.

    Social implications
    Leadership is becoming a shared construct in today’s literature. Leadership as a shared construct has multiple shareholders, both internal and external of the agent. To better meet the needs of these shareholders, this research provides tools for the scholar and scholar-practitioner for leadership development that can be catered to one’s needs – as opposed to a one-size fits all strategy.

    This paper highlights the HRD and PI literature, and provides a pragmatic tool for leadership development. This tool can be used by scholars for future research and for testing, as well as by scholar-practitioners for designing future leadership development programs.
    Relation: European Journal of Training and Development 42(9), p.538-557
    DOI: 10.1108/EJTD-03-2018-0022
    Appears in Collections:[Graduate Institute & Department of Educational Technology ] Journal Article

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