Friday, April 10, 2009


A recent study by Bono and Judge (2003) uses a strong evidence-base to show that transformational leaders do affect the extent to which individuals perceive their activities to be important, feel more job satisfaction, are more willing to help out, and do better at a simple task. Similarly, Shamir et al (1998) found that leaders who emphasised collective identity had followers who were more likely to see their work as fulfilling, important and enjoyable. More research is needed into how effective training programmes can be developed to enhance these capacities in leaders.

It is also important to involve line managers in development activity if it is to be effective.

Involvement of line managers in development
A recent report from IBM
(Ready & Conger 2003) illustrated the way in which IBM’s managers are held responsible for leadership development. Line managers know that they will not be considered for senior posts unless they have demonstrated skill in developing leaders. IBM uses mentoring and coaching, in combination with planned on-the-job experiences, as their preferred methods for management and leadership development. This development is based upon a competency framework. Although this report is a case study rather than evidenced research, it provides insight into the kind of organisational framework which may help to improve leadership capacity.

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