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Personal Development Planning And Vertical Leadership Development In A Vuca World, Kevin Coopersmith
Personal Development Planning And Vertical Leadership Development In A Vuca World, Kevin Coopersmith
The Journal of Values-Based Leadership
To explore how personal development can be utilized as a tool for leaders to adapt to our VUCA (volatile, uncertain, complex, and ambiguous) world, a qualitative study was conducted on the narrative experiences of eight leaders who had successfully completed personal development plans. The emerging field of vertical leadership development, recognized as a unique developmental approach towards overcoming complexity and uncertainty, was connected to the key themes of personal development planning. Vertical leadership development and personal development planning were united across five conceptual themes: development and application of skills, self-awareness, self-efficacy, self-exploration, and continuous improvement. The experiences of the participants …
Do Community Citizenship Behaviors By Leaders Enhance Team Performance? Evidence From The "Field", Daniel J. Slater
Do Community Citizenship Behaviors By Leaders Enhance Team Performance? Evidence From The "Field", Daniel J. Slater
The Journal of Values-Based Leadership
Due to minimal available findings, Rodell (2016) put out a call for more research on the performance outcomes of community focused behaviors such as volunteering while acknowledging the challenge of connecting “social movements to hard data” (p.79). This study answers that call by evaluating the community citizenship behaviors (CCBs) of leaders and the potential influence on team performance. Based on existing theory and findings, this study argues that leaders who engage in CCB are likely to enhance their leadership skills, inspire their followers and produce prosocial contagion and as a result we hypothesize they will increase their team performance. Using …
Conclusion: Female Leaders Using Coercive Power Motivate Subordinates, Mary Kovach
Conclusion: Female Leaders Using Coercive Power Motivate Subordinates, Mary Kovach
The Journal of Values-Based Leadership
This manuscript advances prior research (Blau, 1964; Elangovan & Xie, 1999; French & Raven, 1959; Goodstadt & Hjelle, 1973; Hegtvedt, 1988; Randolph & Kemery, 2011; Zigarmi, Peyton Roberts, & Randolph, 2015) and capitalizes on supervisory skills using power dynamics within the workplace, by investigating employee effort resulting from gender dissimilar supervisor-employee dyads and employee locus of control. To offer a more focused approach, this is an evaluation specifically on reward and coercive power derived from French and Raven’s (1959) five power bases. This manuscript proposes that the motivation levels of employees change, based on their locus of control and gender. …