How Strategic Focus Relates to the Delivery of Leadership Training and Development

被引：20

作者：

Clarke, Nicholas ^{[1
,2
]}

Higgs, Malcolm ^{[3
]}

机构：

[1] Univ Southampton, Org Behav, Southampton SO17 1BJ, Hants, England

[2] Univ Southampton, Ctr Relat Leadership & Change Based, Southampton SO17 1BJ, Hants, England

[3] Univ Southampton, Sch Management, Human Resources & Org Behav, Southampton SO17 1BJ, Hants, England

来源：

HUMAN RESOURCE MANAGEMENT | 2016年 / 55卷 / 04期

关键词：

leadership training and development; HUMAN-RESOURCE MANAGEMENT; BUSINESS STRATEGY; CONTINGENCY; PERFORMANCE;

D O I：

10.1002/hrm.21683

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

Despite progress in the development of leadership development models over recent years, these models fail to account for the differentiation in leadership training and development (LTD) practices found between organizations. We conducted an exploratory, multiple case study of formal leadership training and development in 10 organizations, in different business sectors in the United Kingdom. We show that the strategic focus of LTD was shaped by the business goals pursued by these 10 organizations. We also found the strategic focus of LTD to be a broad contingency factor differentiated by level of impact, which then influenced the pattern of LTD delivery. The findings offer support for a contingency perspective in explaining how leadership training and development is configured in differing organizational contexts. (c) 2014 Wiley Periodicals, Inc.

引用

页码：541 / 565

页数：25

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