Leadership development for managers in turbulent times

Hdl Handle:
http://hdl.handle.net/10034/618104
Title:
Leadership development for managers in turbulent times
Authors:
Hall, Roger D.; Rowland, Caroline A.
Abstract:
Purpose In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. This paper explores current demands on leaders; and endeavours to explore linkages between management education and agile leadership Design/methodology/approach Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses. Findings Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focussed. VUCA is not yet mainstream in academic thinking. Practical implications There is a disparity between the output of Business Schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience. Originality/value This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high performing leaders
Affiliation:
Hall Consultancy; University of Chester
Citation:
Hall, R. D., & Rowland, C. A. (2016). Leadership development for managers in turbulent times. Journal of Management Development, 35(8), doi: doi:10.1108/JMD-09-2015-0121
Publisher:
Emerald
Journal:
Journal of Management Development
Publication Date:
2016
URI:
http://hdl.handle.net/10034/618104
DOI:
10.1108/JMD-09-2015-0121
Additional Links:
http://www.emeraldinsight.com/loi/jmd
Type:
Article
Language:
en
Description:
This document is the Accepted Manuscript version of a published work that appeared in final form in Journal of Management Development. To access the final edited and published work see http://www.emeraldinsight.com/loi/jmd.
ISSN:
0262-1711
Appears in Collections:
Chester Business School

Full metadata record

DC FieldValue Language
dc.contributor.authorHall, Roger D.en
dc.contributor.authorRowland, Caroline A.en
dc.date.accessioned2016-08-09T10:55:06Z-
dc.date.available2016-08-09T10:55:06Z-
dc.date.issued2016-
dc.identifier.citationHall, R. D., & Rowland, C. A. (2016). Leadership development for managers in turbulent times. Journal of Management Development, 35(8), doi: doi:10.1108/JMD-09-2015-0121en
dc.identifier.issn0262-1711-
dc.identifier.doi10.1108/JMD-09-2015-0121-
dc.identifier.urihttp://hdl.handle.net/10034/618104-
dc.descriptionThis document is the Accepted Manuscript version of a published work that appeared in final form in Journal of Management Development. To access the final edited and published work see http://www.emeraldinsight.com/loi/jmd.en
dc.description.abstractPurpose In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. This paper explores current demands on leaders; and endeavours to explore linkages between management education and agile leadership Design/methodology/approach Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses. Findings Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focussed. VUCA is not yet mainstream in academic thinking. Practical implications There is a disparity between the output of Business Schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience. Originality/value This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high performing leadersen
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttp://www.emeraldinsight.com/loi/jmden
dc.rightsAn error occurred on the license name.*
dc.rights.uriAn error occurred getting the license - uri.en
dc.subjectLearningen
dc.subjectLeadershipen
dc.subjectSustainableen
dc.subjectInnovationen
dc.subjectManagementen
dc.subjectDevelopmenten
dc.titleLeadership development for managers in turbulent timesen
dc.typeArticleen
dc.contributor.departmentHall Consultancy; University of Chesteren
dc.identifier.journalJournal of Management Developmenten
dc.date.accepted2016-06-13-
or.grant.openaccessYesen
rioxxterms.funderUnfundeden
rioxxterms.identifier.projectUnfundeden
rioxxterms.versionAMen
rioxxterms.licenseref.startdate2216-08-08-
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