By Susan Elaine Murphy, Ronald E. Riggio
Management in trendy firms is a difficult company. Organizational leaders face a few demanding situations as their jobs, and the area round them, turn into more and more advanced. developments, corresponding to organizational "delayering," swift technological advances, and elevated worker empowerment require that leaders adapt their recommendations and types of management to fulfill those new demanding situations. for this reason, there was an explosion of curiosity in management in recent times as researchers and administration educators fight to appreciate the method of management improvement, the way it operates, and what features make potent leaders. Born of those questions, the eleventh Annual Kravis-de Roulet management convention at Claremont McKenna collage introduced jointly a powerful slate of students whose theories, learn, and state-of-the-art recommendations are actually accumulated jointly during this notable quantity. each one bankruptcy asks and solutions questions on the present nation of the sphere whereas supplying destiny course for learn to assist bridge the distance among management researchers and management improvement practitioners. extraordinary themes comprise chapters on "e-leadership" and management in the "virtual" association, exploring 360-degree suggestions, the significance of "social capital," and a accomplished research of the well-researched thought of chief Member alternate.
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Extra resources for The Future of Leadership Development (Series in Applied Psychology)
V. (2000). Leadership development: A review in context. The Leadership Quarterly: Yearly Review of Leadership, 11, 581–613. Delahoussaye, M. (2001). Leadership in the 21st century. Training, 8(9), 60–72. , & Goldsmith, M. (2000). Best practices in leadership development handbook. San Francisco: Jossey-Bass/Pfeiffer. Graen, G. , & Scandura, T. (1987). Toward a psychology of dyadic organizing. In B. Staw & L. L. ), Research in organizational behavior (Vol. 9, pp. 175–208). Greenwich, CT: JAI Press.
Ego Development Postformal and postautonomous ego development models (Cook-Greuter, 1990; 1999) assume that the content and structure of individuals’ language production denote their level of conceptual competence. People function at a level that helps them to best organize and make sense of their experience; as such, conceptual complexity refers to the complexity and facility in using cognitive concepts in sense making. , “When I get mad . ”; “My father . ”) that participants are allowed to ﬁnish in any manner.
Staw & L. L. ), Research in organizational behavior (Vol. 9, pp. 175–208). Greenwich, CT: JAI Press. Graen, G. , & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multidomain perspective. The Leadership Quarterly, 6(2), 219–247. , Van Velsor, E. (2000). Our view of leadership development. In C. McCauley, R. Moxley, & E. ), The handbook of leadership development (pp. 1–25). San Francisco: Jossey-Bass.