Advances in leader and leadership development: A review of 25years of research and theory

By D. Day, John W. Fleenor, Leanne Atwater, Rachel E. Sturm, R. McKee. 2014

1,152 citations recorded by the source corpus.

Abstract The development of effective leaders and leadership behavior is a prominent concern in organizations of all types. We review the theoretical and empirical literature on leader and leadership development published over the past 25 years, primarily focusing on research published in The Leadership Quarterly . Compared to the relatively long history of leadership research and theory, the systematic study of leadership development (broadly defined to also include leader development) has a moderately short history. We examine intrapersonal and interpersonal issues related to the phenomena that develop during the pursuit of effective leadership, describe how development emerges with an emphasis on multi-source or 360-degree feedback processes, review longitudinal studies of leadership development, and investigate methodological and analytical issues in leader and leadership development research. Future research directions to motivate and guide the study of leader and leadership development are also discussed.

Subfields: Clinical Psychology, Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a064e51f297e08943d0fe31e7141a91f65622066

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Citations in the corpus

Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network (2017, background): “In sum, by testing a mediated model linking the three sources of developmental experiences to leadership effectiveness and promotability through social cognitive and social capital mediators, we answer the call for more integrated approaches to leadership development (Avolio, 2007; Avolio & Gardner,”
Managing to clear the air: Stereotype threat, women, and leadership (2016, background): “In addition to developing existing skills or acquiring new competencies, it is also important to cultivate women's leader identity (Day et al., 2014; Day, Harrison, & Halpin, 2009).”
How leader role identity influences the process of leader emergence: A social network analysis (2018, background): “In doing so, we answer calls to study leadership using a social networks approach, in order to account for the fundamental interpersonal aspects of the leadership process (Day et al., 2014).”
Protean Careers at Work: Self-Direction and Values Orientation in Psychological Success (2018, background): “Rev. Press 4The same point might be made about the person’s role in a closely related process, leadership development (Day et al. 2014). www.annualreviews.org • Protean Careers at Work 151 A nn u.”
Doing Social Identity Leadership: Exploring the Efficacy of an Identity Leadership Intervention on Perceived Leadership and Mobilization in Elite Disability Soccer (2019, background): “First, in contrast to traditional leadership development programs that typically focus, individualistically, on the leader (Day et al., 2014), the collective focus of the 3R activities (Haslam et al.”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, result): “Our results may for example inform the selection of new employees and leaders in line with the requirements of the digital age (Cascio & Aguinis, 2008), but also allow for the strategic development of employees and leaders (Day, Fleenor, Atwater, Sturm, & McKee, 2014).”