Understanding managerial development: integrating developmental assignments, learning orientation and access to developmental opportunities in predicting managerial competencies

By Lisa Dragoni. 2010

324 citations recorded by the source corpus.

Subfields: Applied Psychology, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d7c12a1df9cc3c656528d2b4b84bc12740933015

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In Applied Psychology

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network (2017, background): “, 1994), supervisor-rated managerial competency or skill development (DeRue & Wellman, 2009; Dragoni et al., 2009), but these outcomes are leadership skills that are thought to relate to leadership effectiveness, not leadership effectiveness itself.”
The entanglement of leader character and leader competence and its impact on performance (2017, background): “…research: “being low on a given ability will never be judged a good thing” (Tett & Burnett, 2003, p. 512) and if a leader does not have the skills or knowledge to complete the task (i.e., competence), then the leader simply cannot perform well (Boyatzis, 1982; Conger, 2004; Dragoni et al., 2009).”
Learning Agility: In Search of Conceptual Clarity and Theoretical Grounding (2012, background): “opmental experiences (DeRue & Wellman, 2009; Dragoni et al., 2009), all suggesting an important relationship between learn-”
Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital (2018, background): “…intrapersonal skills such as broader business knowledge, insightfulness, courage to take a stand, commitment to success, and acting with integrity, in addition to interpersonal skills such as “bringing out the best in people” and “pulling them around a common goal” (Dragoni et al., 2009; p. 737).”
Model of complexity leadership development (2013, background): “Research in leader development has therefore concentrated on gaining a better understanding of the formal and informal learning processes that contribute to the development of formal leaders and how organizations might effectively intervene in the process (Day, Gronn, and Salas 2004; Dragoni et al. ”