Leader to Leadership: A Paradigm Shift?

IF 1.4 Q2 Social Sciences

Performance Improvement Quarterly Pub Date : 2021-10-01 DOI:10.1002/PIQ.21375

J. R. Turner

{"title":"Leader to Leadership: A Paradigm Shift?","authors":"J. R. Turner","doi":"10.1002/PIQ.21375","DOIUrl":null,"url":null,"abstract":"Global estimates of employees in the post-pandemic era have shown that a large portion of the workforce has been impacted- most negatively impacted. Leadership needs to be redefined as consisting of two parts, leader and leadership. The first is that the individual must learn how to be a leader. This often involves individuals learning new skills in change management, conflict management, culture/diversity/inclusion, morals and ethics in business, and teamwork skills, to name only a few. Once individuals can lead themselves, and only then can they grow to lead others. This growth component involves individuals practicing their leader skills while being exposed to feedback and evaluation from peers to learn better how to be more effective at leading other people. At the practitioner level, a differentiation needs to be made between leader and leadership development. Each level needs the opportunity to practice and mature. Leader and leadership development initiatives must be directly associated with the correct competencies because the competencies at the leader level are different from those at the leadership level. (PsycInfo Database Record (c) 2022 APA, all rights reserved)","PeriodicalId":45620,"journal":{"name":"Performance Improvement Quarterly","volume":"34 1","pages":"221-226"},"PeriodicalIF":1.4000,"publicationDate":"2021-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Performance Improvement Quarterly","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1002/PIQ.21375","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"Social Sciences","Score":null,"Total":0}

引用次数: 0

Abstract

Global estimates of employees in the post-pandemic era have shown that a large portion of the workforce has been impacted- most negatively impacted. Leadership needs to be redefined as consisting of two parts, leader and leadership. The first is that the individual must learn how to be a leader. This often involves individuals learning new skills in change management, conflict management, culture/diversity/inclusion, morals and ethics in business, and teamwork skills, to name only a few. Once individuals can lead themselves, and only then can they grow to lead others. This growth component involves individuals practicing their leader skills while being exposed to feedback and evaluation from peers to learn better how to be more effective at leading other people. At the practitioner level, a differentiation needs to be made between leader and leadership development. Each level needs the opportunity to practice and mature. Leader and leadership development initiatives must be directly associated with the correct competencies because the competencies at the leader level are different from those at the leadership level. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

查看原文本刊更多论文

从领导者到领导者:范式转变?

全球对后疫情时代员工的估计表明，很大一部分员工受到了影响，其中负面影响最大。领导力需要重新定义为由领导者和领导力两部分组成。首先，个人必须学会如何成为领导者。这通常涉及个人学习变革管理、冲突管理、文化/多样性/包容性、商业道德和伦理以及团队合作技能等方面的新技能。一旦个人能够领导自己，只有这样他们才能成长为领导他人的人。这一成长部分涉及个人在实践领导技能的同时，接受同行的反馈和评估，以更好地学习如何更有效地领导他人。在从业者层面，需要区分领导者和领导力发展。每个级别都需要练习和成熟的机会。领导者和领导力发展计划必须与正确的能力直接相关，因为领导者级别的能力与领导级别的能力不同。（PsycInfo数据库记录（c）2022 APA，保留所有权利）

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Performance Improvement Quarterly INDUSTRIAL RELATIONS & LABOR-

CiteScore

3.10

自引率

0.00%

发文量

期刊介绍： Performance Improvement Quarterly is an official publication of the International Society for Performance Improvement. Founded in 1962, the International Society for Performance Improvement (ISPI) is the leading international association dedicated to improving productivity and performance in the workplace. ISPI represents more than 10,000 international and chapter members throughout the United States, Canada, and 40 other countries. ISPI"s mission is to develop and recognize the proficiency of our members and advocate the use of Human Performance Technology. Assembling an Annual Conference & Expo and other educational events like the Institute, publishing books and periodicals, and supporting research are some of the ways ISPI works toward achieving this mission.