An Examination of the Relationships between Leadership Development Approaches, Networking Ability, and Social Capital Outcomes

Abstract

Complex and adaptive challenges threaten human well-being and sustainability. However, our leadership graduates often lack the capacity and or commitment to address these challenges in a meaningful way. This paper details a five-year study exploring the impact of an interdisciplinary undergraduate course on the development of global capacities, complex Adaptive Leadership, Socially Responsible Agency, and systems thinking. The course instructors used innovative and intentionally divergent learning methods to challenge students to serve as stewards of their own knowledge and facilitators of their own learning through the confrontation of authentic and complex challenges. The researchers note transferable qualitative findings that demonstrate the profound impact of the noted leadership learning experience on the development of Socially Responsible Agency, along with Adaptive Leadership capacity and systems thinking.

Partnership building between NGOs and Indonesian local governments: a case study of integrative leadership immersing itself in innovativeness

“…Furthermore, they continually strengthen existing partnerships with an integrated attitude to solve village development problems. Local leaders play a role in determining partnership building between the local governments and external parties (Burbaugh and Kaufman, 2017; Hassan et al. , 2018), complementing their acceptance and openness.…”

“…This study also investigated the differences in leaders' attitudes to smooth the partnership building process. Leaders play a crucial role in determining the range of partnerships that an institution could use to improve society's welfare (Burbaugh and Kaufman, 2017; Hassan et al. , 2018), especially if an excellent organisational culture has not been developed (Rashid et al.…”

“…Local leaders play a role in determining partnership building between the local governments and external parties (Burbaugh and Kaufman, 2017;Hassan et al, 2018), complementing their acceptance and openness. They also have a more conducive policy toward NGOs' assistance (Xu et al, 2018).…”

“…This study also investigated the differences in leaders' attitudes to smooth the partnership building process. Leaders play a crucial role in determining the range of partnerships that an institution could use to improve society's welfare (Burbaugh and Kaufman, 2017;Hassan et al, 2018), especially if an excellent organisational culture has not been developed (Rashid et al, 2004;Szymura-Tyc and Kucia, 2016) and the need for completeness in the capacity of the qualified human resources. Therefore, delegating the responsibilities and empowerment of a partnership's continuation are included in local government leaders' requirements to actualise the resource-based view's importance.…”

A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes

“…For example, Bluetooth technology can provide data on who moves across buildings at which frequencies and with whom they cross paths. These movement data may enable establishing network profiles that provide interesting insights for a range of research fields, including leader distance (e.g., Antonakis & Atwater, 2002), social network perspectives on LMX (Goodwin et al, 2009), or the role of networking itself in leadership development (e.g., Bartol & Zhang, 2007;Burbaugh & Kaufman, 2017).…”