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We argue for reconsidering leadership development based on open systems theory and systems design principles. A primary advantage of open systems thinking is that it encourages holistic approaches to development and avoids episodic program-based training and piecemeal thinking. The latter approaches are both limited and limiting yet tend to be the preferred approach to leadership development in organizations. Open systems approaches to development offer numerous advantages both conceptually and pragmatically, especially through the incorporation of ongoing feedback cycles. Core practices that define a leadership development system are presented and implications are discussed. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the study was to analyze the impact of leadership development programs on managerial effectiveness in Indonesia. Methodology: This study adopted a desk methodology A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Leadership development programs in Indonesia have significantly enhanced managerial effectiveness by equipping managers with essential skills and competencies. These programs have led to improved decision-making, better team management, and increased employee engagement, contributing to overall organizational performance. Managers who have undergone leadership development are more adept at strategic planning and navigating complex business challenges. Furthermore, these programs have fostered a culture of continuous learning and innovation within organizations. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, human capital theory & social learning theory may be used to anchor future studies on impact of leadership development programs on managerial effectiveness in Indonesia. Organizations should design and implement leadership development programs that are tailored to the specific needs and challenges faced by their managers. Organizations should establish policies that support the implementation and sustainability of effective leadership development programs. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: Flaws in many leadership development programs (LDPs) hinder aims to elevate more women into leadership positions. This gender leadership gap might be more effectively reduced through a holistic approach that emphasizes greater flexibility and support and a concerted effort to address entrenched gender stereotypes and biases that serve as barriers to women's career progression. Originality/value: The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

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We argue for reconsidering leadership development based on open systems theory and systems design principles. A primary advantage of open systems thinking is that it encourages holistic approaches to development and avoids episodic program-based training and piecemeal thinking. The latter approaches are both limited and limiting yet tend to be the preferred approach to leadership development in organizations. Open systems approaches to development offer numerous advantages both conceptually and pragmatically, especially through the incorporation of ongoing feedback cycles. Core practices that define a leadership development system are presented and implications are discussed.

• Maryland awards $2.5 million grant for developing health care leadership capacity. • University of Maryland (UMSON) established the Nurse Leadership Institute. • UMSON designs a year-long leadership development program. • Nurses from academic and clinical practice settings participated. • Summative results indicate a highly successful Leadership Development Program. • Program produces collaborations between academia and practice. Nurse leadership was identified as essential to the advancement of health care in the State of Maryland. The State's Health Services Cost Review Commission's (HSCRC) committed to building the next generation of nurse leaders as part of its vision for advancing healthcare in Maryland. In 2015, HSCRC approved a $2.5 million, multiyear grant that supported development of the Nurse Leadership Institute (NLI) at the University of Maryland School of Nursing. The NLI designed a leadership development program that prepared nurse faculty and clinicians with critical competencies needed for assuming leadership positions unique to complex adaptive systems, facilitating collaborative partnerships between academia and practice, and ultimately improving health outcomes for Maryland's residents. This article is the first in a series reporting on outcomes of this initiative, which describes the design and implementation of the Nurse Leadership Institute, its Leadership Development Program, and preliminary findings for the first 4 years. [ABSTRACT FROM AUTHOR]

With a majority Latinx population in California and the future of the state's economy depending on college educated leaders, it is important to develop a deeper understanding of how Hispanic Serving Institutions (HSIs) in the state can better prepare Latinx students for leadership in the workforce. In this qualitative case study, the author investigated the experiences offour first-generation college students in an undergraduate leadership course at an HSI and their perceptions about how their experiences in the course influenced their beliefs about leadership and their behavior in the workforce. [ABSTRACT FROM AUTHOR]

Across organizations, most leadership development programs share a similar formalized and centralized structure. This similarity reflects a neglect of the specific contexts in which leadership development programs are implemented. The objective of this article is to understand the insensitivity to organizational contexts that is inherent in the structure of such programs. To do so, we monitored the implementation of a leadership development program in a multinational company from the construction industry. Over a period of 18 months, we collected material from four countries across four continents, with 41 semi-structured interviews, participant observations, and multiple documents. Our analysis builds on Pettigrew's contextualist framework, combining power and contexts to understand the program structure. We suggest the insensitivity of leadership development programs to contexts lies in power dynamics: the legitimization strategies of the program designers are mostly decisive in shaping the structures of these programs. Contexts are not absent, however. They are present and valued in the legitimization strategies but only as long as they justify the structure of the program as designed by these actors; if contexts call for alternative structures, legitimization strategies neglect or bias contexts. In other words, power strategies instrumentalize contexts in the implementation of a leadership development program. Overall, our research calls for re-embedding the study and practice of leadership development programs into organizations, with a recommendation to those involved in their implementation to broaden the scope of their programs in terms of structures, contexts and power for enhanced program effectiveness. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this conceptual paper is to provide strategies on how to embed physician leadership development efforts within health organizations. Design/methodology/approach -- Findings from our previous research, which include an extensive literature review and analysis of 53 interviews with representatives from healthcare organizations across the globe, are integrated within the context of the Influencer© framework to provide a useful and grounded tool for physician leadership development strategies. Findings -- Physician leadership development strategies are identified for each of the six domains within the Influencer© framework. Practical implications -- A number of physician leadership development strategies are provided. They can be used in combination or used independently. Originality/value -- Integrating the knowledge gained from practices in health organizations and from the literature within the Influencer© framework is a unique approach and strengthens the usefulness of the identified physician leadership development strategies. [ABSTRACT FROM AUTHOR]

To fill the need for leaders and change agents throughout all levels of federal agencies, public sector human resource managers are now called on to develop innovative leadership development programs. Developing leaders for the 21st century requires attention to workforce trends as well as flexibility and creativity. Federal government leadership development programs need to address special leadership concerns of public agency managers, including creative thinking, collaboration, cross-organizational team building, and leading for results. This research provides overviews of federal leadership development programs and includes average and exemplary models. Lessons learned from this research offer a new set of leadership development assumptions for the public sector Data were gathered from document analysis, preliminary network interviews, and in-depth personal interviews with program designers and participants. [ABSTRACT FROM AUTHOR]

The need for leadership is evident in today's society. More and more, educational responsibilities are being turned over to local governments and community organizations like Extension. This increased responsibility equates to a need for all Extension educators to assume positions of leadership, if indeed they are to succeed in this increasingly competitive environment. The Wolfpack Leadership Academy will provide the opportunity for early career agents to attend a targeted, purposeful, intense leadership development academy designed to engage them in learning and applying the skills needed for future job success. [ABSTRACT FROM AUTHOR]