Development of leadership skills: Experience and timing

By Michael D. Mumford, M. Marks, M. Connelly, Stephen J. Zaccaro, R. Reiter‐Palmon. 2000

390 citations recorded by the source corpus.

Abstract To develop organizational leaders we need to understand how requisite skills are acquired over the course of people's careers. In this article, a cross-sectional design was used to assess differences in leadership skills across six grade levels of officers in the U.S. Army. Increased levels of knowledge, problem-solving skills, systems skills, and social skills were found at higher grade levels. Certain skills and experiences, however, were found to be particularly important at certain phases of leaders' careers. These findings are used to propose an organization-based model of skill development. Implications of this model for leader development programs are discussed.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b5b41140301e919bad4a7c95cfdb409baed317db

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Valuing Task and Contextual Performance: Experience, Job Roles, and Ratings of the Importance of Job Behaviors (2003, methodology): “Given the important implications for human resource planning and decision making of differing values of task and contextual performance, there is a critical need to explore potential sources of variation in these values.”
Trait-based perspectives of leadership. (2007, background): “Mumford et al. (2000) identified seven different leader types among Army officers.”
Sensegiving and the role of cognitive shifts in the work of leadership (2008, background): “…in the tradition of some strategy and problem solving researchers who recognize the independence of problem and solution (e.g., Nutt, 1998; Basadur, 2004; Zaccaro et al., 2000; Mumford et al., 2000) and in the tradition of “garbage can” approaches to decisionmaking (Cohen, March & Olsen, 1972).”
Divergent Thinking, Intelligence, and Expertise: A Test of Alternative Models (2002, result): “This conclusion is not only consistent with the findings obtained in earlier studies examining the nature of performance in organizational leadership positions (Mumford, Marks et al., 1998; Mumford et al., 2000), it also suggests that creative performance may be influenced by a number of capacities.”
Leadership and the organizational context: Like the weather? ☆ (2006, background): “Mumford et al. (2002) discussed the conditions that lead to increased creativity and innovation in organizations and advanced the idea that leaders who are effective in encouraging innovation do so through the development of heterogeneous teams.”