Advances in leader and leadership development: A review of 25years of research and theory

Day, David V.; Fleenor, John W.; Atwater, Leanne; Sturm, Rachel E.; McKee, Rob Austin

doi:10.1016/j.leaqua.2013.11.004

Cited by 817 publications

(865 citation statements)

References 71 publications

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“…Gardner (1990, p. XIX) anticipates that "in the mid-21st century, people will see our present practices as primitive," and Day et al (2014), in reviewing research and theory developed in the last 25 years, concluded that the field continues to be relatively immature -and, therefore, full of opportunities for theoreticians and researchers. These opportunities are the ones that this research seeks to explore.…”

Section: José Ricardo De Paula Xavier Vilela E Antonio Carvalho Netomentioning

confidence: 99%

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

Vilela

Neto

2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. IS LEADERSHIP. Acceptance: July 26, 2016. Evaluation system: double blind review. UNIVERSIDADE PRESBITERIANA MACKENZIE. Silvio Popadiuk (Editor), Fernanda Maria Duarte Nogueira (Associate Editor), p. 15 ABSTRACTPurpose: On the assumption that leadership is a social construction driven by interests, this article presents the results of an empirical research designed with the purpose of investigating the concept of leadership. Originality/gap/relevance/implications: The originality is the use of empirical procedures inspired by the work of an author often quoted in studies of theoretical and essayistic nature, but whose work in empirical research is little known among us. Key methodological aspects: The methodological procedures were chosen inspired by those used by T. W. Adorno in F scale production, which was oriented to identify contradictions, opposing views and unusual aspects not usually found in general literature on this subject. Summary of key results: It was identified that the exercise of leadership is motivated by interests -not those of one class against another, but those within the same social class -which are presented from different points of view, depending on whether the individual is or is not playing this role; there is a tendency to hide the relationship between the leadership and the exercise of power, and also that leaders that were in activity tend to hide the interests related to the exercise of this social role (such as the financial ones), as well as trying to characterize leadership as something extraordinary -characterization not recognized by many of the individuals who were no longer playing that role; and finally, that interests may be also related to the opportunity to offer training programs for the development of "leadership skills". Key considerations/conclusions: The results allow a deconstruction of some of the speeches involving aspects usually presented as characterizing this construct and suggests new research ways to seek the understanding of this object.

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Section: José Ricardo De Paula Xavier Vilela E Antonio Carvalho Netomentioning

confidence: 99%

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

Vilela

Neto

2017

RAM, Rev. Adm. Mackenzie

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“…It is obvious that the younger generation is more conscious of ICT due to their exposure to it from an earlier age. Based on Zacharatos et al's (2000) research on the transformational leadership development of youths, Day et al (2014) concluded that advances in leadership are fashioned from a juvenile age and influenced by 'parental modelling' 'but ongoing practice through day to day leadership activities is where the crux of development really resides ' (p.80). During the observation, the owners revealed that the social skills of their younger em-ployees were not ideal for managing projects.…”

Section: Question 3: Distraction In Construction Organisationsmentioning

confidence: 99%

Impact of Information and Communication Technology (ICT) on construction projects

Rimmington

Dickens

Pasquire

2015

OTMCJ

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The changing face of construction projects has resulted in a movement towards the use of technology as a primary means of communication. The consequences of this rise in the use of information and communication technology (ICT) is a loss of interpersonal communication skills. A number of resulting issues within the human -electronic and human -human interfaces are identified in an attempt to define the efficiency of communication in projects. The research shows how ICT effects the social environment of construction project teams and the project outcome. The study seeks to confirm the need for further work in order to develop new forms of communication protocols and behaviour. An initial literature review was undertaken to develop a theoretical review of the impacts of ICT on construction project teams. This review identified a number of issues that were then tested in the field through an observation and two verification interviews. The research confirms the existence of tensions and conflicts in the human -electronic and human -human communication interfaces within the studies environment. It is proposed that the increasing use of ICT occur at the expense of soft system communication. The principal impact of this is a form of 'human distraction' which adversely affects the performance of project teams. There is limited theory exploring these issues that suggests the problems identified are not well understood and consequently indicates a gap in knowledge.1368 organization, technology and management in construction · an international journal · 7(3)2015

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“…--Richard Meehan, Getting Sued and Other Tales of the Engineering Life, p. 18 As a recent review article in the Leadership Quarterly (2014) 1 reported, "Leadership development has emerged as an active field of theory building and research, providing a more scientific and evidence-based foundation to augment the long-standing practitioner interested in the topic" (p. 63). Like many of the papers submitted to the Engineering Leadership Development (LEAD) Division of ASEE, Day et al 1 focus on areas where more experimental investigation and a stronger evidence base are needed.…”

Section: Engineering Leadership As Principled Nonconformitymentioning

confidence: 99%

“…Like many of the papers submitted to the Engineering Leadership Development (LEAD) Division of ASEE, Day et al 1 focus on areas where more experimental investigation and a stronger evidence base are needed. As a complement to that empirical, quantitative approach, this paper takes a philosophical approach to engineering leadership development.…”

Section: Engineering Leadership As Principled Nonconformitymentioning

confidence: 99%

Engineering Leadership as Principled Nonconformity

Neeley¹

2015 ASEE Annual Conference and Exposition Proceedings

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Advances in leader and leadership development: A review of 25years of research and theory

Cited by 817 publications

References 71 publications

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

Is Leadership an Ideology? A Research Project Inspired by T. W. Adorno

Impact of Information and Communication Technology (ICT) on construction projects

Engineering Leadership as Principled Nonconformity

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