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Article
Publication date: 8 February 2008

Ellen Van Velsor and Evelina Ascalon

This paper aims to argues that effective and well‐designed leadership development can help successful managers stay on the right path, in terms of ethical behaviour. In addition…

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Abstract

Purpose

This paper aims to argues that effective and well‐designed leadership development can help successful managers stay on the right path, in terms of ethical behaviour. In addition to reviewing key research findings on the factors that lead to success and derailment in European organisations, the paper discusses key aspects and outcomes of well‐designed leadership development initiatives and how those relate to the ethical issues and problems posed as “successful” managers move into more senior levels with the attendant demands and pressures.

Design/methodology/approach

The paper involves a qualitative analysis of data on learning and goals set and achieved as part of an international leadership development programme held in Europe. Also included is a summary of previously published research on European success and derailment factors, to provide context for the programme data.

Findings

What managers report learning in a leadership development programme, and the goals they set and achieve, are very much in line with theory on avoiding ethical failure in leadership roles. Leadership development supports ethical action by providing participants with opportunities for rich and comprehensive feedback, enhancement of self‐awareness, time to reflect on personal and professional relationships, and improved understanding of the nature of strategic processes.

Research limitations/implications

It was not possible to track actual ethical/unethical behaviour before or after the programme, a significant direction for future research.

Practical implications

Well‐designed leadership development may play a more important role than previously thought in supporting ethical action.

Originality/value

Ethical violations are often committed by people who have a history of good behaviour, but who are generally not well prepared to face complex issues and the increased power and privilege of the upper ranks. There is little known about the relationship between leadership development and ethical action, and this paper presents results that are provocative of what further research along these lines may produce.

Details

Journal of Management Development, vol. 27 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 2 May 2008

Ma. Evelina Ascalon, Deidra J. Schleicher and Marise Ph. Born

The aim of the paper is to discuss the concept of cross‐cultural social intelligence (CCSI), its relevance for both selecting and developing expatriates and other employees…

9369

Abstract

Purpose

The aim of the paper is to discuss the concept of cross‐cultural social intelligence (CCSI), its relevance for both selecting and developing expatriates and other employees working in cross‐cultural contexts, the development of a situational judgment test to assess CCSI, and practical “lessons learned” in each of these areas.

Design/methodology/approach

The four phases of the development and validation of the CCSI measure (using a total of 184 cross‐cultural SMEs) were developing the scenarios and the response alternatives, the content analysis, and establishing construct validity.

Findings

The results from the content analysis and construct validation provide support for the use of the CCSI in cross‐cultural situations.

Research limitations/implications

The CCSI has not yet been validated in a criterion‐related way (i.e. based on relations to job performance). This should be done before using for selection.

Practical implications

Possible uses for the CCSI in organisations include selection and/or promotion of expatriates and other employees in cross‐cultural contexts and several types of training and development initiatives. This instrument is offered (free of charge) to any interested managers or HR practitioners.

Originality/value

Despite the expressed need for instruments of this sort, nothing similar currently exists (especially not a theoretically grounded and empirically sound instrument). In addition, the “lessons learned” provide practical advice to others engaged in similar undertakings.

Details

Cross Cultural Management: An International Journal, vol. 15 no. 2
Type: Research Article
ISSN: 1352-7606

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