Leading under pressure: a contextualised development approach

IF 2.5 Q3 MANAGEMENT JOURNAL OF MANAGEMENT DEVELOPMENT Pub Date : 2024-04-04 DOI:10.1108/jmd-10-2023-0302
Jill Flint-Taylor, Alexander Davda
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Abstract

Purpose

The study’s aim was to design and test a leadership development approach using blended learning, to equip leaders for strengthening their own resilience and that of their teams.

Design/methodology/approach

A contextualised leadership development intervention was produced and evaluated following the principles of design-based research. Participants were from three organisations that work internationally to address the impact of economic disadvantage. Initial research used the behavioural event interview technique. Online assessment incorporated measures of situational judgement, emotion recognition and attributional style. Validity measures were multi-rater feedback (criterion), and NEO-PI 3 (construct). Individual feedback and a simulation-based peer workshop were followed by a four-to-six month period of experience-driven development and a final peer workshop for consolidating and evaluating learning outcomes.

Findings

The online assessment was a valid measure of leaders’ personal resilience resources and their resilience-building capability. Overall, the intervention improved participants’ understanding of, and engagement with, the processes of strengthening individual and collective (team) resilience.

Research limitations/implications

The target sample size for the study was relatively small, to ensure it would be practical to replicate the approach when designing similar interventions for a senior leadership population in other contexts. Significant results provided robust evidence for the validity of the assessment approach. Findings for the workshops and experience-driven development phase were more tentative, but the value of the design iterations was clearly demonstrated.

Practical implications

The leadership development approach is suitable for application in other organisations, if similar principles are followed to produce and evaluate materials relevant to each broad sector context. Roll-out is cost-effective, with relatively few hours of blended or virtual delivery supporting experience-driven learning.

Social implications

The impact leaders have on the wellbeing of those who report to them is well established, but less has been done to develop and formally evaluate practical, cost-effective interventions to improve this impact. The approach validated in this study can be applied more widely to benefit employee wellbeing as well as performance.

Originality/value

The study developed and evaluated a new approach to preparing leaders for the challenge of building team resilience, an aspect of leadership capability that has been given relatively little attention to date.

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压力下的领导:因地制宜的发展方法
目的 该研究旨在设计和测试一种使用混合式学习的领导力发展方法,使领导者能够加强自身和团队的应变能力。参与者来自三个在国际上致力于消除经济劣势影响的组织。初步研究采用了行为事件访谈技术。在线评估包括情境判断、情绪识别和归因风格的测量。有效性测量包括多方反馈(标准)和 NEO-PI 3(建构)。个人反馈和基于模拟的同伴研讨会之后是四到六个月的经验驱动发展期,最后是巩固和评估学习成果的同伴研讨会。总体而言,干预措施提高了参与者对加强个人和集体(团队)抗挫力过程的理解和参与度。研究局限性/影响研究的目标样本量相对较小,以确保在其他情况下为高级领导人群设计类似干预措施时,复制该方法是切实可行的。显著的结果为评估方法的有效性提供了有力的证据。研讨会和经验驱动发展阶段的研究结果较为初步,但设计迭代的价值已得到明确体现。社会影响领导者对下属福利的影响已得到公认,但在开发和正式评估实用的、具有成本效益的干预措施以提高这种影响方面却鲜有作为。本研究中验证的方法可以更广泛地应用于员工福利和绩效方面。原创性/价值本研究开发并评估了一种新方法,帮助领导者为应对团队复原力建设的挑战做好准备。
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来源期刊
CiteScore
7.00
自引率
9.70%
发文量
28
期刊介绍: ■Competence-based management development ■Developing leadership skills ■Developing women for management ■Global management ■The new technology of management development The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity - so it"s well worth investigating.
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