Leader Development for Transforming Organizations: Growing Leaders for Tomorrow

Leader Development for Transforming Organizations: Growing Leaders for Tomorrow

Leader Development for Transforming Organizations: Growing Leaders for Tomorrow

Leader Development for Transforming Organizations: Growing Leaders for Tomorrow

Synopsis

This book examines numerous topic areas that are considered to be especially relevant for making a strategic leader development investment. The topics covered are areas that have theoretical and empirical connections to important aspects of growth, change, adult development, and underlying abilities, skills, and competencies needed to lead effectively in times of great complexity. In addition, these are investment areas identified by the U.S. Army--a world-class organization faced with the need for radical transformation--as particularly relevant for success and survival. This book identifies key concerns in developing leaders and leadership, and in transforming organizations in better meet the challenges of a complex world.

Excerpt

There is a compelling need for innovative approaches to the solution of many pressing problems involving human relationships in today's society. Such approaches are more likely to be successful when they are based on sound research and applications. The Series in Applied Psychology offers publications which emphasize state-of-the-art research and its application to important issues regarding human behavior in a variety of work and social settings. The objective of the series is to bridge both academic and applied interests.

We are pleased to welcome this book into our Series in Applied Psychology. The book deals with the development of leaders within organizations. Although leader development has been discussed in the past, the emphasis has been on training methods and practices. The focus of this book is on ‘what gets developed’ in leader development: the cognitive, socio-emotional and behavioral skills, abilities, and knowledge required by leaders. Further, there is an exciting paradigm shift articulated among the chapters: rather than seeking to identify leaders and draw them into the organizations, leaders can be developed within the organizations.

The authors discuss the ‘growing’ of leaders within organizations (Day and Halpin). Specifically the approach emphasizes that all employees are potential leaders and that the major role of a leader is to develop leader skills among employees at all levels of the organization in order to transform their organizations.

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