Developmental readiness: Accelerating leader development.

By Bruce J. Avolio, S. Hannah. 2008

288 citations recorded by the source corpus.

The development of leaders is a stated goal of most organizations, yet a validated framework and theory for leader development does not yet fully exist, nor is there a method for determining who is developmentally ready to engage in leader development. The authors of this article provide a framework for examining how one can accelerate leader development. They propose that leader developers first focus on assessing and then building the developmental readiness of individual leaders, as well as the developmental readiness of the organization as prerequisite steps for accelerating positive leader development. They identify and discuss 5 specific constructs comprising their initial modeling of developmental readiness (i.e., learning goal orientation, developmental efficacy, self-concept clarity, self-complexity, and metacognitive ability), as well as suggest methods for assessing and developing these 5 components.

Subfields: Clinical Psychology, Experimental and Cognitive Psychology, Safety Research

View Paper: https://www.semanticscholar.org/paper/1c1c7b7b01fb0ea115e3cfa6e4df500eb672c3ba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

In Experimental and Cognitive Psychology

In Safety Research

Citations in the corpus

Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, methodology): “Consistent with this view, individuals with high self-efficacy have been shown more likely to 37 seek out, engage in and effectively reflect on opportunities for learning and development (Avolio & Hannah, 2008; DeRue & Myers, 2014; Ellis, Ganzach, Castle, & Sekely, 2010).”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Depending on their level of developmental readiness (Avolio & Hannah, 2008) and motivation to lead (Kark & Van Dijk, 2007), he/she may opt for positive or negative identity threat strategies with important implications for the individual and the organization.”
Leader and follower attachment styles: Implications for authentic leader–follower relationships (2014, background): “For example, Avolio, Hannah, and colleagues (Avolio & Hannah, 2008; Hannah & Avolio, 2010; Hannah & Lester, 2009) introduced the construct of developmental readiness and suggested that persons at the highest levels of readiness are more receptive and capable of leader development.”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “Events that match the development stage of entities may trigger responses and reactions significant enough to bring forth changes.5 Finally, at the individual level, a leader’s developmental readiness and trigger events jointly lead to authentic leader development (Avolio & Hannah, 2008).”
Mentoring Impact on Leader Efficacy Development: A Field Experiment (2011, background): “This parallels the work on leader developmental readiness (Avolio & Hannah, 2008; Hannah & Avolio, 2010), which suggests that leaders vary in the extent they are oriented toward their own development as well as in the extent they are able and motivated to explore both their strengths and weaknesses…”
Estimating return on leadership development investment (2010, background): “Also, included in the selection of top candidates is the idea that they are developmentally ready to transfer what they have learned into their leadership role within their organization (Avolio & Hannah, 2008).”
Games Managers Play: Play as a Form of Leadership Development (2011, background): “…example, individuals with a high level of developmental readiness (e.g., learning goal orientation, developmental efficacy and self-concept clarity; Avolio & Hannah, 2008), as well as a high level of openness to experience (LePine, Colquitt, & Erez, 2000) may have a strong tendency to benefit from…”
LEARNING AGILITY: ITS EVOLUTION AS A PSYCHOLOGICAL CONSTRUCT AND ITS EMPIRICAL RELATIONSHIP TO LEADER SUCCESS (2017, background): “The importance of making it a stand-alone factor appears to be supported by the research literature (Avolio & Hannah, 2008; Reilly, Dominick, & Gabriel, 2014).”