Leadership development trends and challenges in the twenty-first century: rethinking the priorities

Abstract

Purpose The purpose of this paper is to understand challenges facing organizations in the twenty-first century and address these challenges through suggesting future leadership development based on relevant leadership theories, which would motivate and guide future research directions in a streamlined manner. Design/methodology/approach The present study adopted the exploratory literature review, using the integrative method, to review the theoretical and empirical literature on leadership development published since the 2000s, primarily focusing on research published in the Journal of Management Development. Findings The findings of the current review confirmed that leadership theories are the base for leadership development theories, particularly if the purpose is to address and overcome the current challenges facing organizations. The authors suggest that leadership theories and leadership development theories do not exist in isolation from one another, nor do they exist in isolation from challenges facing organizations. Research limitations/implications This review does not cover all studies before the 2000s nor other journals in the field of leadership. Originality/value Given that most organizations are suffering from one or more of the following issues: sexual scandals, unethical behaviors, individualism, crises and a low level of performance or productivity, the development of particular leadership skills has become a priority. This study is one of few studies guiding both future leadership development research directions and leadership development initiatives.

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

“…Besides, the development of leadership in micro-sized businesses is connected to the challenges faced by this type of business (Megheirkouni and Mejheirkouni, 2020). Micro-sized businesses are very vulnerable due to their limited resources (Osakwe, 2019).…”

“…Micro-sized business is a unique context with minimal resources and tremendous challenges. A leader's behaviour in micro-sized businesses should not be isolated from these challenges (Aamer et al, 2017;Al-Awlaqi and Aamer, 2020;Megheirkouni and Mejheirkouni, 2020). Due to limited resources in the context of micro-sized businesses, leaders would select their followers to fit their comfort zones, so there is efficiency in the use of their limited resources (Johnson, 2018).…”

Reflections from the field (mountain, cityscape and park): walking for management development and links to being-in-the world, belonging and “Ba”

“…This is an initial analysis of a wealth of data that the research group holds and is based on reflective notes from walking experiences. We see this analysis responding to those calling for different and challenging techniques to be developed in management and leadership development (Megheirkouni and Megheirouni, 2020) and a deeper understanding of creative techniques in the field (Edwards et al , 2015). We seek to help bridge the gap between teaching theories and the practice of management (and the linked leadership interventions) through our timely set of reflections on our seven-year-long study into walking as a tool for learning.…”

Linking ethical leadership to administrative innovation in Ethiopian banks: the mediating role of knowledge process capabilities

“…Accordingly, it becomes imperative that organizations constantly innovate to face such countless challenges that can potentially threaten their long-term survival (Droege et al, 2009;Philipson, 2020). Most importantly, strengthening the capabilities in terms of ethical leadership (EL) and good entrepreneurship that aims at increasing innovative behavior is a deep-seated strategy of the 21st century based on sustainability paradigm (Bohlmann et al, 2012;Gopalakrishnan and Bierlyb, 2001;Gallouj and Windrum, 2009;Howieson et al, 2019;Howieson, 2019;Megheirkouni and Megheirkouni, 2020).…”