Transformations towards an integrated leadership development system : a longitudinal study in a high-performing public organization
Gespeichert in:
| Autor*in: |
Fabisch, Anna [verfasserIn] Kjellström, Sofia [verfasserIn] Ockander, Marlene [verfasserIn] Avby, Gunilla [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2024 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Leadership - Thousand Oaks, Calif. [u.a.] : Sage Publ., 2005, 20(2024), 3 vom: Juni, Seite 105-124 |
|---|---|
| Übergeordnetes Werk: |
volume:20 ; year:2024 ; number:3 ; month:06 ; pages:105-124 |
| Links: |
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| DOI / URN: |
10.1177/17427150241232164 |
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| Katalog-ID: |
1897810482 |
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| 982 | |2 26 |1 00 |x DE-206 |b Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented). | ||
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10.1177/17427150241232164 doi (DE-627)1897810482 (DE-599)KXP1897810482 DE-627 ger DE-627 rda eng Fabisch, Anna verfasserin aut Transformations towards an integrated leadership development system a longitudinal study in a high-performing public organization Anna Fabisch, Sofia Kjellström, and Marlene Ockander, Gunilla Avby 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Leadership development (dpeaa)DE-206 leadership development system (dpeaa)DE-206 leadership belief (dpeaa)DE-206 leadership practice (dpeaa)DE-206 public management development (dpeaa)DE-206 quality improvement (dpeaa)DE-206 public health (dpeaa)DE-206 Kjellström, Sofia verfasserin aut Ockander, Marlene verfasserin aut Avby, Gunilla verfasserin aut Enthalten in Leadership Thousand Oaks, Calif. [u.a.] : Sage Publ., 2005 20(2024), 3 vom: Juni, Seite 105-124 Online-Ressource (DE-627)479469067 (DE-600)2177458-4 (DE-576)276558928 1742-7169 nnns volume:20 year:2024 number:3 month:06 pages:105-124 https://journals.sagepub.com/doi/pdf/10.1177/17427150241232164 Verlag kostenfrei https://doi.org/10.1177/17427150241232164 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2574 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 20 2024 3 6 105-124 26 01 0206 4562910585 x1z 05-08-24 2403 01 DE-LFER 4573844864 00 --%%-- --%%-- n --%%-- l01 02-09-24 2403 01 DE-LFER https://doi.org/10.1177/17427150241232164 2403 01 DE-LFER https://journals.sagepub.com/doi/pdf/10.1177/17427150241232164 26 00 DE-206 Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented). |
| spelling |
10.1177/17427150241232164 doi (DE-627)1897810482 (DE-599)KXP1897810482 DE-627 ger DE-627 rda eng Fabisch, Anna verfasserin aut Transformations towards an integrated leadership development system a longitudinal study in a high-performing public organization Anna Fabisch, Sofia Kjellström, and Marlene Ockander, Gunilla Avby 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Leadership development (dpeaa)DE-206 leadership development system (dpeaa)DE-206 leadership belief (dpeaa)DE-206 leadership practice (dpeaa)DE-206 public management development (dpeaa)DE-206 quality improvement (dpeaa)DE-206 public health (dpeaa)DE-206 Kjellström, Sofia verfasserin aut Ockander, Marlene verfasserin aut Avby, Gunilla verfasserin aut Enthalten in Leadership Thousand Oaks, Calif. [u.a.] : Sage Publ., 2005 20(2024), 3 vom: Juni, Seite 105-124 Online-Ressource (DE-627)479469067 (DE-600)2177458-4 (DE-576)276558928 1742-7169 nnns volume:20 year:2024 number:3 month:06 pages:105-124 https://journals.sagepub.com/doi/pdf/10.1177/17427150241232164 Verlag kostenfrei https://doi.org/10.1177/17427150241232164 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2574 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 20 2024 3 6 105-124 26 01 0206 4562910585 x1z 05-08-24 2403 01 DE-LFER 4573844864 00 --%%-- --%%-- n --%%-- l01 02-09-24 2403 01 DE-LFER https://doi.org/10.1177/17427150241232164 2403 01 DE-LFER https://journals.sagepub.com/doi/pdf/10.1177/17427150241232164 26 00 DE-206 Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented). |
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10.1177/17427150241232164 doi (DE-627)1897810482 (DE-599)KXP1897810482 DE-627 ger DE-627 rda eng Fabisch, Anna verfasserin aut Transformations towards an integrated leadership development system a longitudinal study in a high-performing public organization Anna Fabisch, Sofia Kjellström, and Marlene Ockander, Gunilla Avby 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Leadership development (dpeaa)DE-206 leadership development system (dpeaa)DE-206 leadership belief (dpeaa)DE-206 leadership practice (dpeaa)DE-206 public management development (dpeaa)DE-206 quality improvement (dpeaa)DE-206 public health (dpeaa)DE-206 Kjellström, Sofia verfasserin aut Ockander, Marlene verfasserin aut Avby, Gunilla verfasserin aut Enthalten in Leadership Thousand Oaks, Calif. 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10.1177/17427150241232164 doi (DE-627)1897810482 (DE-599)KXP1897810482 DE-627 ger DE-627 rda eng Fabisch, Anna verfasserin aut Transformations towards an integrated leadership development system a longitudinal study in a high-performing public organization Anna Fabisch, Sofia Kjellström, and Marlene Ockander, Gunilla Avby 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Leadership development (dpeaa)DE-206 leadership development system (dpeaa)DE-206 leadership belief (dpeaa)DE-206 leadership practice (dpeaa)DE-206 public management development (dpeaa)DE-206 quality improvement (dpeaa)DE-206 public health (dpeaa)DE-206 Kjellström, Sofia verfasserin aut Ockander, Marlene verfasserin aut Avby, Gunilla verfasserin aut Enthalten in Leadership Thousand Oaks, Calif. 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This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented). |
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10.1177/17427150241232164 doi (DE-627)1897810482 (DE-599)KXP1897810482 DE-627 ger DE-627 rda eng Fabisch, Anna verfasserin aut Transformations towards an integrated leadership development system a longitudinal study in a high-performing public organization Anna Fabisch, Sofia Kjellström, and Marlene Ockander, Gunilla Avby 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Leadership development (dpeaa)DE-206 leadership development system (dpeaa)DE-206 leadership belief (dpeaa)DE-206 leadership practice (dpeaa)DE-206 public management development (dpeaa)DE-206 quality improvement (dpeaa)DE-206 public health (dpeaa)DE-206 Kjellström, Sofia verfasserin aut Ockander, Marlene verfasserin aut Avby, Gunilla verfasserin aut Enthalten in Leadership Thousand Oaks, Calif. 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This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. 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26 00 DE-206 Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented) Transformations towards an integrated leadership development system a longitudinal study in a high-performing public organization Anna Fabisch, Sofia Kjellström, and Marlene Ockander, Gunilla Avby Leadership development (dpeaa)DE-206 leadership development system (dpeaa)DE-206 leadership belief (dpeaa)DE-206 leadership practice (dpeaa)DE-206 public management development (dpeaa)DE-206 quality improvement (dpeaa)DE-206 public health (dpeaa)DE-206 |
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Transformations towards an integrated leadership development system |
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https://journals.sagepub.com/doi/pdf/10.1177/17427150241232164 https://doi.org/10.1177/17427150241232164 |
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Kjellström, Sofia Ockander, Marlene Avby, Gunilla |
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code="h">105-124</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4562910585</subfield><subfield code="y">x1z</subfield><subfield code="z">05-08-24</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="b">4573844864</subfield><subfield code="c">00</subfield><subfield code="f">--%%--</subfield><subfield code="d">--%%--</subfield><subfield code="e">n</subfield><subfield code="j">--%%--</subfield><subfield code="y">l01</subfield><subfield code="z">02-09-24</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="r">https://doi.org/10.1177/17427150241232164</subfield></datafield><datafield tag="981" ind1=" " ind2=" "><subfield code="2">2403</subfield><subfield code="1">01</subfield><subfield code="x">DE-LFER</subfield><subfield code="r">https://journals.sagepub.com/doi/pdf/10.1177/17427150241232164</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis of organizational documents and interviews with top managers and practitioners, the study provides a rich longitudinal description of the evolvement. The results revealed three pervasive changes of the leadership development system: 1) from a system for business-specific learning to one for system-wide learning; 2) from a system for personal development to one for customer-oriented quality development; and 3) from a leadership development system consisting of leadership development programs to one that is integrated into regular meetings and uses simple rules. These changes supported the gradual transformation of the leadership development from being independent to becoming integrated in the wider system, supporting the business system. The findings offer a unique insight into how an organization transitioned from individual leader development towards promoting collective aspects of leadership development. The study provides two main theoretical contributions that support the perspective of viewing leadership development as integrated within organizational development. Firstly, we present a more multifaceted way of understanding leadership development, wherein managers and employees, customer outcomes, and business advancement are seen as mutually developing. Secondly, we introduce two new critical points that complement previous descriptions of an advanced leadership development system: It is system wide (not only business specific) and customer oriented (not only leader/participant oriented).</subfield></datafield></record></collection>
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7.165859 |