Development of leadership skills

Mumford, Michael D.; Marks, Michelle A.; Connelly, Mary Shane; Zaccaro, Stephen J.; Reiter‐Palmon, Roni

doi:10.1016/s1048-9843(99)00044-2

Cited by 282 publications

(212 citation statements)

References 34 publications

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“…They conclude that, contrary to the homogeneity model (Schneider et al, 1995), a role diversity model (e.g., Quinn, 1988) is more appropriate at the organizational level. In a related study, Mumford, Zaccaro, et al (2000) used a crosssectional design to assess leadership skills across the levels of leadership in the Army. They found that increased levels of knowledge, problem-solving skills, systems skills, and social skills were found at the organizational level.…”

Section: Individual Capabilitymentioning

confidence: 99%

Military leadership: A context specific review

Wong

Bliese

McGurk

2003

The Leadership Quarterly

155

117

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The purpose of this article is to review the literature on military leadership and highlight research opportunities for leadership scholars. The review uses a context specific approach and turns to a simplified version of Hunt's (Hunt, J. G. (1991). Leadership: A new synthesis. Newbury Park, CA: Sage) extended multilevel leadership model as a template to examine the many facets of military leadership. The military leadership literature is stratified into the systems, organizational, and direct levels of leadership with an examination of studies on the critical tasks and individual capabilities required at each level. Additionally, studies on organizational culture and effectiveness at each level are addressed. The article emphasizes that the military is undergoing substantial change as it adjusts to the changing nature of war and a fluid world situation. Based on trends in the military, the review concludes with several general recommendations for future research. Published by Elsevier Inc.

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Section: Individual Capabilitymentioning

confidence: 99%

Military leadership: A context specific review

Wong

Bliese

McGurk

2003

The Leadership Quarterly

155

117

View full text Add to dashboard Cite

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“…Thus, the focus of this leadership venue is «the capabilities (knowledge and skills) that make effective leadership possible» (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000, p. 12). Leadership skills, as described by Mumford and colleagues (Mumford, Marks, Connelly, Zaccaro, & Reiter-Palmon, 2000;Mumford, Zaccaro, Harding, et al, 2000) may be divided into (1) individual attributes, (2) competencies and (3) leadership outcomes, where the skills section includes problem-solving skills, ability for social decision making and knowledge of how to be effective (Northouse, 2013). Problem-solving skills is the ability to creatively "solve new and unusual, ill-defined organizational problems", social judgment skills is the "capacity to understand people and social systems", while knowledge is the "accumulation of information and the mental structures used to organize that information" (Northouse, 2013, pp.…”

Section: Leadership Competencementioning

confidence: 99%

Police Leadership Development: Intentions and Critical Success-Factors

Vanebo¹,

Bjørkelo

Aaserud

2015

CEPAR

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The Norwegian Police Service (NPS) have been heavily criticized after the 22 July 2011 terror attacks at Utøya and in Oslo. One of the evaluation reports stated three shortcomings in the NPS: culture, attitudes and leadership. Management and leadership in the NPS needs to be improved and strengthened, and this shall take place among other things, with the help of a policy document on Civil Service Leadership, elaborated into a manifest called Plattform for medarbeiderskap (Platform of Employeeship for the NPS). The policy document pertains to how the public sector in general ought to be managed, and the document is based on leadership research and is in accordance with mainstream management theory. The idea of formulating a principle of management that would characterize the classical contributions is also evident in this document. This paper addresses two problems: How can value-based police leadership skills be operationalized and measured, and what are the key critical factors in transferring value-based police leadership principles into improved leadership practices?

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“…Een toenemende hoeveelheid onderzoek laat zien dat leidinggevenden een belangrijke rol vervullen om deze creativiteit van medewerkers in goede banen te leiden (Tushman & O'Reilly, 1997). Een belangrijke taak van leidinggevenden is de door medewerkers aangedragen creatieve ideeën te evalueren en vervolgens die ideeën te selecteren die waardevol en bruikbaar kunnen zijn voor de organisatie (Mumford, Marks, Connely, Zaccaro & Reiter-Palmon, 2000). Oftewel, leidinggevenden dienen het kaf van het koren te scheiden.…”

Section: De Rol Van Leidinggevenden Met Betrekking Tot Creativiteit Vunclassified