Alien tutelage: on generalizability and contextualization in leadership development

Rhea, Zane Ma

doi:10.1080/13678868.2012.756158

Cited by 8 publications

(3 citation statements)

References 19 publications

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“…Five domains of leadership theory define leadership as having the following characteristics: talent management, strategy for improvement, personal proficiency, human capital development, and execution of the strategies (Harland, 2003). Leadership transition theory says that leadership is a model of dynamic factors that will change within the perspective of the organization (Ma Rhea, 2013).…”

Section: Leadership Theorymentioning

confidence: 99%

Leadership theories and styles—A systematic literature review and the narrative synthesis

Nanjundeswaraswamy,

Nagesh,

Bharath

et al. 2024

Hum. Resour. Manag. Serv.

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This paper explores diverse conceptualizations of leadership, emphasizing its profound impact on individuals and organizations. Leadership’s influence on followers’ daily lives, necessitating adaptation to modern complexities. Various theories offer distinct perspectives: distributed leadership emphasizes shared expertise. While charismatic leadership focuses on vision alignment. Authentic leadership promotes ethical climates, while Emotional Intelligence theory emphasizes emotional competencies. Ethical leadership underscores moral conduct. Five Domains Leadership highlights talent management and strategy execution, while Leadership Transition Theory discusses dynamic changes. Other theories include direct/indirect leadership, entrepreneurial leadership, and leader-member exchange. Participative leadership explores decision-making styles, and situational leadership aligns styles with follower maturity. Trait and behavioral theories focus on inherent traits and learned behaviours. This review underscores leadership’s complexity, offering insights into its diverse conceptualizations and practical implications across contexts.

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Section: Leadership Theorymentioning

confidence: 99%

Leadership theories and styles—A systematic literature review and the narrative synthesis

Nanjundeswaraswamy,

Nagesh,

Bharath

et al. 2024

Hum. Resour. Manag. Serv.

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“…Scholars can expand their reading and develop a global mindset by purposefully seeking out indigenous perspectives. For example, it is important to understand the meaning of “indigenous.” If written with a capital “I,” “in recognition of their rights as recognized under international law” (Ma Rhea, 2013, p. 354), Indigenous people are referred to as Aboriginals, native to their land. According to Pidgeon (2018), research conducted in Indigenous communities should be informed by an Indigenous research paradigm that emerged from the Indigenous research methodology movement and “represents the diversity of Indigenous research processes that are grounded in Indigenous knowledge, cultures, and protocols in relationship to place and nation within whose territory the research is undertaken” (p. 1).…”

Section: Implications For a Globalized Hrd Practice And Researchmentioning

confidence: 99%

Globalizing HRD Academic Practice: Developing a Global Mindset for Teaching and Research

Cseh

Crocco

2020

Advances in Developing Human Resources

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The Problem As a result of the domination of U.S.- and U.K.-centric approaches to human resource development (HRD), current academic practices often reside in ethnocentric content-related silos, which include certain theoretical frameworks, models, mindsets, and ways of conceptualizing. Given the exponential increase in globalization and the complex global issues facing the field of HRD, these teaching and research practices as well as the limited HRD global and transdisciplinary networks cannot offer the needed solutions to the problems faced by professionals around the world in their workplaces, communities, and societies. The Solution To understand this problem empirically and recommend solutions based on our findings, we reviewed journal articles published in the last year in our four Academy of Human Resource Development (AHRD)-sponsored journals and HRD programs of universities that are members of AHRD’s Program Excellence Network (PEN) and University Forum for Human Resource Development (UFHRD) to understand the state of globalization of HRD research and teaching. We offer recommendations for HRD scholars representing the new guard to globalize their teaching and research and professional associations to guide and support the globalization of HRD academic practice. The Stakeholders This article is of particular interest to HRD scholars in all stages of their careers seeking to globalize their academic practice and contribute to their own and their learners’ global mindset development and to professional associations guiding and supporting the globalization of HRD academic practice.

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“…Development techniques relating to conflict resolution techniques included mediated conflict (Warzynski, 2005), negotiation and conflict management (White, 2012), promote effective communication, provide ways to handle conflict (Gilley et al , 2010), resolving conflicts (Carden and Callahan, 2007), scenario planning, coalition building and conflict resolution (Anderson, 2013). Development techniques for culture/diversity/identity could include diversity training, managing diversity and providing opportunities for people to work in different sectors and cultures (Andreadis, 2002); cross-cultural issues (Ma Rhea, 2013); guided organizational diversity communications (Kormanik and Chyle Rajan, 2010); and creating a diverse network (Waddill et al , 2010).…”

Section: Dialogicmentioning

confidence: 99%

Leadership development techniques

Turner

Baker

Schroeder

et al. 2018

EJTD

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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). Design/methodology/approach 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. Findings 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. Originality/value 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.

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Alien tutelage: on generalizability and contextualization in leadership development

Cited by 8 publications

References 19 publications

Leadership theories and styles—A systematic literature review and the narrative synthesis

Leadership theories and styles—A systematic literature review and the narrative synthesis

Globalizing HRD Academic Practice: Developing a Global Mindset for Teaching and Research

Leadership development techniques

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