Leadership Development: An Outcome-Oriented Review Based on Time and Levels of Analyses

By D. Day, Lisa Dragoni. 2015

358 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b829647e364351613e4b5a0f8d77d2ee37f8d205

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research (2021, background): “Leader development is “the expansion of the capacity of individuals to be effective in leadership roles and processes” (Day & Dragoni, 2015: 135) and consists of approaches used to prepare leaders to manage mutual commitments, interpersonal relationships, and social processes (Day & Halpin, 2004).”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Identity change is implied in some of the leader development literature but only few attempts (e.g., Day & Dragoni, 2015; Day & Harrison, 2007; Day, 2010; Ibarra, 2004; Ibarra et al., 2010) have been made to flesh out the identity change implications of leadership development initiatives.”
Pandemics: Implications for research and practice in industrial and organizational psychology (2020, background): “Second, as many leaders do not received formal training to manage crises, it is important to integrate crisis management knowledge and skills into future leadership development programs and learn from errors made during earlier crises (Day & Dragoni, 2015).”
Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital (2018, background): “In other words, leadership development practices (LDPs) appear to indeed help individual managers become better leaders, and the relative effectiveness of various LDPs in this regard continues to be explored (Day & Dragoni, 2015).”
Am I a Leader? Examining Leader Identity Development Over Time (2017, methodology): “Although leader identity has generated much interest among leadership researchers (e.g., Day & Dragoni, 2015; Van Knippenberg, 2011), few studies have investigated the longitudinal development of identity in the context of leader development programs, and most existing studies tend to be…”
Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment (2017, background): “Coaching and AUTHENTIC LEADERSHIP, WORK-FAMILY CONFLICT AND ENRICHMENT 41 mentoring provide opportunities for self-reflection, which in turn advances leadership-related self-views (e.g., leadership self-efficacy, leader self-awareness, leader identity; Day & Dragoni, 2015).”
Leadership Process Models: A Review and Synthesis (2017, background): “First, whereas much research examines leverage mediators, studies of leadership influences via developmental mediators (Day & Dragoni, 2015) or job enrichment variables (Oldham, Hackman, Smith, & Hitt, 2005) are rare (see Figure 3).”
On doing better science: From thrill of discovery to policy implications (2017, background): “If one of our goals is to affect practice, we also need to figure out better ways to understand the leadership production pipeline, from selection to development and from individual to organizational-wide leadership (Day & Dragoni, 2015; Day, Fleenor, Atwater, Sturm, & McKee, 2014).”