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Burke and Day's analysis, commonly regarded as the principle empirical support for the evaluation of the effectiveness of managerial training, found mixed results on the effectiveness of programs with only 2 out of 70 studies having organizational performance as the explicit outcome. This research confirms that from a sample of available studies organizations have begun to take a more systemic approach to leadership development, as 16 of the studies analyzed focus on organizational performance as the outcome of the leadership development experience. However, results on evaluations of effectiveness of the leadership development programs continue to be mixed.", "publicationTitle": "Journal of Leadership & Organizational Studies", "publisher": "", "place": "", "date": "Winter", "volume": "7", "issue": "4", "section": "", "partNumber": "", "partTitle": "", "pages": "43 -54", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/107179190100700404", "citationKey": "", "url": "http://jlo.sagepub.com/content/7/4/43.abstract", "accessDate": "2011-09-27T14:13:58Z", "PMID": "", "PMCID": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "Organizational Performance", "language": "", "libraryCatalog": "Highwire 2.0", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "X42WWQM4" ], "relations": {}, "dateAdded": "2011-10-03T21:33:01Z", "dateModified": "2011-10-03T21:33:01Z" } }, { "key": "TN7TEERT", "version": 1, "library": { "type": "group", "id": 55317, "name": 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article implies that the work described has not been published previously (except in the form of an abstract or as part of a published lecture or academic thesis), that it is not under consideration for publication elsewhere, that its publication is approved by all authors and tacitly or explicitly by the responsible authorities where the work was carried out, and that, if accepted, will not be published elsewhere in the same form, in English or in any other language, without the written consent of the Publisher. The Editors reserve the right to edit or otherwise alter all contributions, but authors will receive proofs for approval before publication. Copyrights for articles published in our journals are retained by the authors, with first publication rights granted to the journal. The journal/publisher is not responsible for subsequent uses of the work. It is the author's responsibility to bring an infringement action if so desired by the author.", "extra": "Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent. Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business conditions. Unfortunately, the harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of many organizations are not equal to the challenges that lie ahead. Smart companies will also keep an eye out for skilled workers who in good times may have been too difficult or expensive to attract but who are now available thanks to workforce reductions in other companies. It is easy enough to say that companies that can rally their people will have a better chance to thrive during and after the economic downturn. But effective talent management is not simply a matter of exhortation or charisma. Close, comprehensive and scientific analysis of the capabilities needed to achieve high performance is vital. Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies come to realize that their employees’ talents and skills drive their business success. These companies develop plans and processes to track and manage their employee talent, including, attracting and recruiting qualified candidates with competitive backgrounds, managing and defining competitive salaries, training and development opportunities, performance management processes retention programs, promotion and transitioning. 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The discipline has broadened in both breadth and scope to become a central component of strategic human capital management (HCM). 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Now completely revised and updated, editors Rothwell and Sullivan, leaders in the field of OD, and numerous expert practitioners, walk you through each episode of change facilitation. You'll find exhibits, activities, instruments, and case studies. You'll get help applying each phase of a popular emerging change making model. And you'll find include applied research and insights from a wide variety of well-known OD practitioners and academicians. Included in this comprehensive resource are an instructor's guide, ever expanding materials on the Web, and a companion CD-ROM with PowerPoint slides and supplemental materials. 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The strategic leadership needed in 21st century firms is involved with building company resources and capabilities with an emphasis on intangible human capital and social capital. Human capital is the firm's repository of valuable knowledge and skills; social capital provides access to critical resources. Both are significant contributors to achievement of a competitive advantage. Leaders must effectively manage these important resources for the firm. Management of these resources involves evaluating current resource stocks and making changes such as adding (e.g., developing or acquiring externally) and deleting (e.g., layoffs) human resources and external relationships. To create value, the resources must be configured to develop capabilities that can be leveraged in ways to create competitive advantages. The dimension of strategic leadership we describe here is called effectuation. This new type of approach to leadership has important implications for management scholars and practitioners.", "publicationTitle": "Journal of Leadership & Organizational Studies", "publisher": "", "place": "", "date": "Summer 2002", "volume": "9", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "3 -14", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1177/107179190200900101", "citationKey": "", "url": "http://jlo.sagepub.com/content/9/1/3.abstract", "accessDate": "2011-09-25T16:13:51Z", "PMID": "", "PMCID": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "The Essence of Strategic Leadership", "language": "", "libraryCatalog": "Highwire 2.0", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "WKI5JP9J" ], "relations": {}, "dateAdded": "2011-10-02T14:52:09Z", "dateModified": "2011-10-02T14:52:09Z" } }, { "key": "9U9U3JMS", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/9U9U3JMS", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/9U9U3JMS", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Finkelstein et al.", "parsedDate": "2008-12-01", "numChildren": 1 }, "data": { "key": "9U9U3JMS", "version": 1, "itemType": "book", "title": "Strategic leadership: theory and research on executives, top management teams, and boards", "creators": [ { "creatorType": "author", "firstName": "Sydney", "lastName": "Finkelstein" }, { "creatorType": "author", "firstName": "Donald C.", "lastName": "Hambrick" }, { "creatorType": "author", "firstName": "Albert A.", "lastName": "Cannella" } ], "abstractNote": "This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes.The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors).Strategic Leadership synthesizes what is known about strategic leadership and indicates new research directions. The book is meant primarily for scholars who strive to assess and understand the phenomena of strategic leadership. It offers a considerable foundation on which professionals involved in executive search, compensation, appraisal and staffing, as well as board members who evaluate executive performance and potential, might build their tools and perspectives.Sydney Finkelstein is the Steven Roth Professor of Management at the Tuck School at Dartmouth College, where he teaches courses on Leadership, Top Management Teams, and Managing Mergers and Acquisitions. He is also Faculty Director of the flagship Tuck Executive Program, as well as a consultant for companies around the world. Professor Finkelstein has conducted extensive research on strategic leadership, published numerous articles in the major journals in his field, and has written ten books.Donald C. Hambrick is the Smeal Chaired Professor of Management, Smeal College of Business Administration, at The Pennsylvania State University. He holds a PhD degree from The Pennsylvania State University. His research focuses primarily on the study of top executives and their effects on strategy and performance. An active consultant and executive education instructor, he also served as president of the Academy of Management.Albert A. Cannella Jr. is Koerner Chair in Strategy and Entrepreneurship at Tulane University. He received his Ph.D. from Columbia University in 1991. He serves on the editorial review boards of Academy of Management Journal, Journal of Management, Journal of Management Studies, Administrative Science Quarterly, and Strategic Management Journal. His research interests focus on executives, entrepreneurship, and competitive dynamics.Table of ContentsPrefaceDedication1. The Study of Top Executives2. Do Top Executives Matter?3. How Individual Differences Affect Executive Action4. Executive Experiences and Organizational Outcomes5. top Management Teams6. Changes at the Top: The Antecedents of Executive Turnover and Succession7. Changes at the Top: The Consequences of Executive Turnover and Succession8. Understanding Board Structure, Composition, and Vigilance9. The Consequences of Board Involvement and Vigilance10. The Determinants of Executive Compensation11. Executive Compensation: Consequences and DistributionsConclusionReferencesList of TablesEndnotes", "series": "", "seriesNumber": "", "volume": "", "numberOfVolumes": "", "edition": "", "date": "2008-12-01", "publisher": "Oxford University Press", "place": "", "originalDate": "", "originalPublisher": "", "originalPlace": "", "format": "", "numPages": "481", "ISBN": "9780195162073", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "Strategic leadership", "language": "en", "libraryCatalog": "Google Books", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Business & Economics / Leadership", "type": 1 }, { "tag": "Business & Economics / Management", "type": 1 }, { "tag": "Business & Economics / Strategic Planning", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "MANAGEMENT", "type": 1 }, { "tag": "Strategic planning", "type": 1 } ], "collections": [ "WKI5JP9J" ], "relations": {}, "dateAdded": "2011-10-02T14:52:09Z", "dateModified": "2011-10-02T14:52:09Z" } }, { "key": "RGJ8K8BI", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/RGJ8K8BI", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/RGJ8K8BI", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Boal", "numChildren": 1 }, "data": { "key": "RGJ8K8BI", "version": 1, "itemType": "journalArticle", "title": "STRATEGIC LEADERSHIP RESEARCH: MOVING ON.", "creators": [ { "creatorType": "author", "firstName": "Kimberly B.", "lastName": "Boal" } ], "abstractNote": "Argues that managerial wisdom and absorptive and adaptive capacity and as the essence of strategic leadership. Review of theories and researches on strategic leadership; Exploration of social intelligence, behavioral and cognitive complexity; Theory integration.", "publicationTitle": "Leadership Quarterly", "publisher": "", "place": "", "date": "Winter2000", "volume": "11", "issue": "4", "section": "", "partNumber": "", "partTitle": "", "pages": "515", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "10489843", "archive": "", "archiveLocation": "", "shortTitle": "STRATEGIC LEADERSHIP RESEARCH", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "4369521", "rights": "", "extra": "", "tags": [ { "tag": "EXECUTIVE ability (Management)", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "SOCIAL intelligence", "type": 1 } ], "collections": [ "WKI5JP9J" ], "relations": {}, "dateAdded": "2011-10-02T14:52:09Z", "dateModified": "2011-10-02T14:52:09Z" } }, { "key": "MUTP8PIF", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/MUTP8PIF", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/MUTP8PIF", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Vera and Crossan", "parsedDate": "2004-04-01", "numChildren": 0 }, "data": { "key": "MUTP8PIF", "version": 1, "itemType": "journalArticle", "title": "Strategic Leadership and Organizational Learning", "creators": [ { "creatorType": "author", "firstName": "Dusya", "lastName": "Vera" }, { "creatorType": "author", "firstName": "Mary", "lastName": "Crossan" } ], "abstractNote": "Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.", "publicationTitle": "The Academy of Management Review", "publisher": "", "place": "", "date": "April 01, 2004", "volume": "29", "issue": "2", "section": "", "partNumber": "", "partTitle": "", "pages": "222-240", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.2307/20159030", "citationKey": "", "url": "http://www.jstor.org/stable/20159030", "accessDate": "2011-09-25T16:12:34Z", "PMID": "", "PMCID": "", "ISSN": "0363-7425", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "JSTOR", "callNumber": "", "rights": "", "extra": "ArticleType: research-article / Full publication date: Apr., 2004 / Copyright © 2004 Academy of Management", "tags": [], "collections": [ "WKI5JP9J" ], "relations": {}, "dateAdded": "2011-10-02T14:52:09Z", "dateModified": "2011-10-02T14:52:09Z" } }, { "key": "XNKPN5Z4", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/XNKPN5Z4", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/XNKPN5Z4", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Ireland and Hitt", "parsedDate": "1999-02-01", "numChildren": 0 }, "data": { "key": "XNKPN5Z4", "version": 1, "itemType": "journalArticle", "title": "Achieving and Maintaining Strategic Competitiveness in the 21st Century: The Role of Strategic Leadership", "creators": [ { "creatorType": "author", "firstName": "R. Duane", "lastName": "Ireland" }, { "creatorType": "author", "firstName": "Michael A.", "lastName": "Hitt" } ], "abstractNote": "Competition in the 21st century's global economy will be complex, challenging, and filled with competitive opportunities and threats. Effective strategic leadership practices can help firms enhance performance while competing in turbulent and unpredictable environments. The purpose of this paper is to describe six components of effective strategic leadership. When the activities called for by these components are completed successfully, the firm's strategic leadership practices can become a source of competitive advantage. In turn, use of this advantage can contribute significantly to achieving strategic competitiveness and earning above-average returns in the next century.", "publicationTitle": "The Academy of Management Executive (1993-2005)", "publisher": "", "place": "", "date": "February 01, 1999", "volume": "13", "issue": "1", "section": "", "partNumber": "", "partTitle": "", "pages": "43-57", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "http://www.jstor.org/stable/4165515", "accessDate": "2011-09-25T16:13:15Z", "PMID": "", "PMCID": "", "ISSN": "1079-5545", "archive": "", "archiveLocation": "", "shortTitle": "Achieving and Maintaining Strategic Competitiveness in the 21st Century", "language": "", "libraryCatalog": "JSTOR", "callNumber": "", "rights": "", "extra": "ArticleType: research-article / Issue Title: Global Competitiveness, Part II / Full publication date: Feb., 1999 / Copyright © 1999 Academy of Management", "tags": 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"version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/S9D7XCS8", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/S9D7XCS8", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "O'Toole et al.", "numChildren": 1 }, "data": { "key": "S9D7XCS8", "version": 1, "itemType": "journalArticle", "title": "When Two (or More) Heads are Better than One: THE PROMISE AND PITFALLS OF SHARED LEADERSHIP.", "creators": [ { "creatorType": "author", "firstName": "James", "lastName": "O'Toole" }, { "creatorType": "author", "firstName": "Jay", "lastName": "Galbraith" }, { "creatorType": "author", "firstName": "Edward E.", "lastName": "Lawler III" } ], "abstractNote": "In both the business press and in academic journals, corporate leadership typically is portrayed as a solo activity, the responsibility of one person at the top of an organizational hierarchy. However, evidence shows that shared leadership is not only common in the corporate world, it is often more effective than the storied \"one-man shows.\" Ongoing research at the University of Southern California's Center for Effective Organizations pinpoints several factors needed to make joint leadership a success. Where two-or more-individuals share leadership, it turns out that making the arrangement work is more complicated than simply \"divvying up the tasks.\" For example, sharing the limelight seems harder than sharing responsibility. INSETS: Case I: The Intel Office Model;Case II: The General Electric Model;Case III: Midwest Manufacturing Company. [ABSTRACT FROM AUTHOR]\nCopyright of California Management Review is the property of California Management Review and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)", "publicationTitle": "California Management Review", "publisher": "", "place": "", "date": "Summer2002", "volume": "44", "issue": "4", "section": "", "partNumber": "", "partTitle": "", "pages": "65-83", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "00081256", "archive": "", "archiveLocation": "", "shortTitle": "When Two (or More) Heads are Better than One", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "7254244", "rights": "", "extra": "", "tags": [ { "tag": "CONSOLIDATION & merger of corporations", "type": 1 }, { "tag": "CORPORATE governance", "type": 1 }, { "tag": "DELEGATION of authority", "type": 1 }, { "tag": "INDUSTRIAL organization", "type": 1 }, { "tag": "INDUSTRIAL relations", "type": 1 }, { "tag": "INDUSTRIAL sociology", "type": 1 }, { "tag": "JOB sharing", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "ORGANIZATIONAL structure", "type": 1 }, { "tag": "WORK design", "type": 1 } ], "collections": [ "N8KSBZ4F" ], "relations": {}, "dateAdded": "2011-10-02T14:51:52Z", "dateModified": "2011-10-02T14:51:52Z" } }, { "key": "RHN3FQFP", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/RHN3FQFP", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/RHN3FQFP", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Pearce and Conger", "parsedDate": "2003", "numChildren": 1 }, "data": { "key": "RHN3FQFP", "version": 1, "itemType": "book", "title": "Shared leadership: reframing the hows and whys of leadership", "creators": [ { "creatorType": "author", "firstName": "Craig L.", "lastName": "Pearce" }, { "creatorType": "author", "firstName": "Jay Alden", "lastName": "Conger" } ], "abstractNote": "Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. The volume provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It will serve as an indispensable guide for researchers and practicing managers in identifying where and when shared leadership may be appropriate for organizations and teams.", "series": "", "seriesNumber": "", "volume": "", "numberOfVolumes": "", "edition": "", "date": "2003", "publisher": "SAGE", "place": "", "originalDate": "", "originalPublisher": "", "originalPlace": "", "format": "", "numPages": "348", "ISBN": "9780761926245", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "Shared leadership", "language": "en", "libraryCatalog": "Google Books", "callNumber": "", "rights": "", "extra": "", "tags": [ { "tag": "Business & Economics / Leadership", "type": 1 }, { "tag": "Business & Economics / Organizational Behavior", "type": 1 }, { "tag": "Business & Economics / Workplace Culture", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "TEAMS in the workplace", "type": 1 } ], "collections": [ "N8KSBZ4F" ], "relations": {}, "dateAdded": "2011-10-02T14:51:52Z", "dateModified": "2011-10-02T14:51:52Z" } }, { "key": "HEHNT2W4", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/HEHNT2W4", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/HEHNT2W4", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Day et al.", "parsedDate": "2004-12", "numChildren": 1 }, "data": { "key": "HEHNT2W4", "version": 1, "itemType": "journalArticle", "title": "Leadership capacity in teams.", "creators": [ { "creatorType": "author", "firstName": "David V.", "lastName": "Day" }, { "creatorType": "author", "firstName": "Peter", "lastName": "Gronn" }, { "creatorType": "author", "firstName": "Eduardo", "lastName": "Salas" } ], "abstractNote": "The present article examines the state of the field regarding leadership in teams. A perspective is advanced that considers leadership as an outcome of team processes (e.g., teamwork and team learning) that provides resources for better team adaptation and performance in subsequent performance cycles. This perspective complements but does not replace the perspective of leadership as an input to team processes and performance. Specific facets of the teaming cycle are reviewed, including the nature of teamwork and interventions designed to facilitate its development, the role of team learning as different from individual learning, and relatively recent advances in understanding shared and distributed leadership (DL). These components of team leadership are cast within an emerging IMOT (inputs, mediators, outcomes, inputs) framework proposed for understanding the cyclical and ongoing nature of teams in organizations. [ABSTRACT FROM AUTHOR]\nCopyright of Leadership Quarterly is the property of Elsevier Science Publishing Company, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)", "publicationTitle": "Leadership Quarterly", "publisher": "", "place": "", "date": "December 2004", "volume": "15", "issue": "6", "section": "", "partNumber": "", "partTitle": "", "pages": "857-880", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1016/j.leaqua.2004.09.001", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "10489843", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "16403943", "rights": "", "extra": "", "tags": [ { "tag": "1-P-O model", "type": 1 }, { "tag": "ARBITRATORS", "type": 1 }, { "tag": "Back-up behavior", "type": 1 }, { "tag": "LEARNING", "type": 1 }, { "tag": "Leadership", "type": 1 }, { "tag": "ORGANIZATION", "type": 1 }, { "tag": "TEAM learning approach in education", "type": 1 }, { "tag": "TEAMS in the workplace", "type": 1 }, { "tag": "Teamwork", "type": 1 } ], "collections": [ "N8KSBZ4F" ], "relations": {}, "dateAdded": "2011-10-02T14:51:52Z", "dateModified": "2011-10-02T14:51:52Z" } }, { "key": "SDUIAT6C", "version": 1, "library": { "type": "group", "id": 55317, "name": "Leadership Development", "links": { "alternate": { "href": "https://www.zotero.org/groups/leadership_development", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/55317/items/SDUIAT6C", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/leadership_development/items/SDUIAT6C", "type": "text/html" } }, "meta": { "createdByUser": { "id": 703735, "username": "Jong Gyu Park", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/jong_gyu_park", "type": "text/html" } } }, "creatorSummary": "Lambert", "parsedDate": "2002-05", "numChildren": 1 }, "data": { "key": "SDUIAT6C", "version": 1, "itemType": "journalArticle", "title": "A Framework for Shared Leadership.", "creators": [ { "creatorType": "author", "firstName": "Linda", "lastName": "Lambert" } ], "abstractNote": "Urges the development of leadership capacity among all members of the school community instead of looking to the principal alone for instructional leadership. Clarification about student achievement in the context of leadership capacity; Features that interact to create tasks of shared instructional leadership; Integrated school improvement process; Changing role of the principal.", "publicationTitle": "Educational Leadership", "publisher": "", "place": "", "date": "May 2002", "volume": "59", "issue": "8", "section": "", "partNumber": "", "partTitle": "", "pages": "37", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "00131784", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "EBSCOhost", "callNumber": "6675194", "rights": "", "extra": "", "tags": [ { "tag": "Educational leadership", "type": 1 }, { "tag": "SCHOOL administration", "type": 1 } ], "collections": [ "N8KSBZ4F" ], "relations": {}, "dateAdded": "2011-10-02T14:51:52Z", "dateModified": "2011-10-02T14:51:52Z" } } ]