A dialogue map of leader and leadership development methods: A communication tool

References

• Allen, S. J., & Hartman, N. S. (2008). Leadership development: An exploration of sources of learning. SAM Advanced Management Journal, 73(1), 10.
   Google Scholar
• Allen, S. J., & Hartman, N. S. (2009). Sources of learning in student leadership development programming. Journal of Leadership Studies, 3(3), 6–20. doi:10.1002/jls.v3:3
   Google Scholar
• Atwater, L. E., Brett, J. F., & Charles, A. C. (2007). Multisource feedback: Lessons learned and implications for practice. Human Resource Management, 46(2), 285–307. doi:10.1002/(ISSN)1099-050X
   Web of Science ®Google Scholar
• Cacioppe, R. (1998). An integrated model and approach for the design of effective leadership development programs. Leadership and Organization Development Journal, 19(1), 44–53. doi:10.1108/01437739810368820
   Google Scholar
• Clardy, A. (2018). 70-20-10 and the dominance of informal learning: A fact in search of evidence. Human Resource Development Review, 17(2), 153–178. doi:10.1177/1534484318759399
   Web of Science ®Google Scholar
• Conger, J. A. (1992). Learning to lead. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Cullen, J., & Turnbull, S. (2005). A meta-review of the management development literature. Human Resource Development Review, 4(3), 335–355. doi:10.1177/1534484305278891
   Google Scholar
• Cullen-Lester, K. L., Maupin, C. K., & Carter, D. R. (2017). Incorporating social networks into leadership development: A conceptual model and evaluation of research and practice. The Leadership Quarterly, 28(1), 130–152. doi:10.1016/j.leaqua.2016.10.005
   Web of Science ®Google Scholar
• Day, D. V., & Dragoni, L. (2015). Leadership development: An outcome-oriented review based on time and levels of analyses. Annual Reviews of Organizational Psychology and Organizational Behavior, 2(1), 133–156. doi:10.1146/annurev-orgpsych-032414-111328
   Google Scholar
• De Brún, A., O’Donovan, R., & McAuliffe, E. (2019). ”Interventions to develop collective leadership in health care settings: A systematic review”. BMC Health Services Research, 19, 72. doi:10.1186/s12913-019-3883-x
   PubMed Web of Science ®Google Scholar
• Denyer, D., & Turnbull James, K. (2016). Doing leadership-as-practice development. In J. A. Raelin (Ed.), Leadership-as-practice: Theory and application (pp. 262–283). New York, NY: Routledge.
   Google Scholar
• Dragoni, L., Tesluk, P. E., Russell, J. E., & Oh, I.-S. (2009). Understanding managerial development: Integrating developmental assignments, learning orientation, and access to developmental opportunities in predicting managerial competencies. Academy of Management Journal, 52(4), 731–743. doi:10.5465/amj.2009.43669936
   Web of Science ®Google Scholar
• Drath, W. H., McCauley, C. D., Palus, C. J., Van Velsor, E., O’Connor, P. M., & McGuire, J. B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. The Leadership Quarterly, 19(6), 635–653. doi:10.1016/j.leaqua.2008.09.003
   Web of Science ®Google Scholar
• Drue, D. S., & Myers, C. G. (2014). Leadership development: A review and agenda for future research. In D. V. Day (Ed.), Oxford handbook of leadership and organizations (pp. 832–855). New York, NY: Oxford University Press.
   Google Scholar
• Drue, D. S., & Wellman, N. (2009). Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability. Journal of Applied Psychology, 94(4), 859. doi:10.1037/a0015317
   PubMed Web of Science ®Google Scholar
• Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23–43. doi:10.1146/annurev-orgpsych-031413-091305
   Google Scholar
• Grossman, R., & Salas, E. (2011). The transfer of training: What really matters. International Journal of Training and Development, 15(2), 103–120. doi:10.1111/ijtd.2011.15.issue-2
   Google Scholar
• Hezlett, S. D., & McCauley, C. D. (2018). Employee development: The process and practice of work-related learning. In D. S. Ones, N. Anderson, C. Viswesvaran, & H. Kepir Sinangil (Eds.), The SAGE handbook of industrial, Work and organizational psychology (pp. 235–268). London: Sage.
   Google Scholar
• Kjellström, S., Stålne, K., & Törnblom, O. (2019), Nya perspektiv på individuell och kollektiv ledarskapsutveckling i komplexa organisationer. (New perspectives on leader and leadership developmen in complex organizations) Working Papers, No. 1. Jönköping: Jönköping University, School of Health and Welfare,
   Google Scholar
• Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), 517. doi:10.1037/amp0000295
   PubMed Web of Science ®Google Scholar
• Lacerenza, C. N., Reyes, D. L., Marlow, S. L., Joseph, D. L., & Salas, E. (2017). Leadership training design, delivery, and implementation: A meta-analysis. Journal of Applied Psychology, 102(12), 1686–1718. doi:10.1037/apl0000241
   PubMed Web of Science ®Google Scholar
• London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81–100. doi:10.1016/S1053-4822(01)00043-2
   Google Scholar
• Longenecker, C. O., & Neubert, M. (2003). The management development needs of front-line managers: Voices from the field. Career Development International, 8(4), 210–218. doi:10.1108/13620430310482580
   Google Scholar
• Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L., & Morciano, D. (2015). Formal and informal learning in the workplace: A research review. International Journal of Training and Development, 19(1), 1–17. doi:10.1111/ijtd.2015.19.issue-1
   Web of Science ®Google Scholar
• Martin, B. O., Kolomitro, K., & Lam, T. C. (2014). Training methods: A review and analysis. Human Resource Development Review, 13(1), 11–35. doi:10.1177/1534484313497947
   Web of Science ®Google Scholar
• McCauley, C. D., Kanaga, K., & Lafferty, K. (2010). Leader development systems. In E. Van Velsor, C. D. McCauley, & M. N. Ruderman (Eds.), The center for creative leadership handbook of leadership development (pp. 29–62). San Francisco, CA: Jossey-Bass.
   Google Scholar
• McCauley, C. D., & McCall, M. W., Jr. (2014). Using experience to develop leadership talent: How organizations leverage on-the-job development. San Francisco, CA: Jossey-Bass.
   Google Scholar
• McDermott, A., Kidney, R., & Flood, P. (2011). Understanding leader development: Learning from leaders. Leadership & Organization Development Journal, 32(4), 358–378. doi:10.1108/01437731111134643
   Web of Science ®Google Scholar
• Miles, M. B. (1994). Qualitative data analysis: An expanded sourcebook (2nd ed.). Thousand Oaks, CA: Sage.
   Google Scholar
• Raelin, J. A. (2017). Leadership-as-practice: Theory and application—An editor’s reflection. Leadership, 13(2), 215–221. doi: 10.1177/1742715017702273
   Web of Science ®Google Scholar
• Raelin, J. A. (2018). What are you afraid of: Collective leadership and its learning implications. Management Learning, 49(1), 59–66. doi:10.1177/1350507617729974
   Web of Science ®Google Scholar
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74–101. doi:10.1177/1529100612436661
   PubMed Web of Science ®Google Scholar
• Svensson, L., Ellström, P.-E., & Brulin, G. (2007). Introduction–on interactive research. International Journal of Action Research, 3(3), 233–249.
   Google Scholar
• Tong, A., Sainsbury, P., & Craig, J. (2007). Consolidated criteria for reporting qualitative research (COREQ): A 32-item checklist for interviews and focus groups. International Journal for Quality in Health Care, 19(6), 349–357. doi:10.1093/intqhc/mzm042
   PubMed Web of Science ®Google Scholar
• Turner, J. R., Baker, R., Schroeder, J., Johnson, K. R., & Chung, C.-H. (2018). Leadership development techniques: Mapping leadership development techniques with leadership capacities using a typology of development. European Journal of Training and Development, 42(9), 538–557. doi:10.1108/EJTD-03-2018-0022
   Web of Science ®Google Scholar
• Van Velsor, E., McCauley, C. D., & Ruderman, M. N. (2010). The center for creative leadership handbook of leadership development (Vol. 122). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Versloot, B. M., Jong, J. A., & Thijssen, J. G. L. (2001). Organisational context of structured on-the-job training. International Journal of Training and Development, 5(1), 2–22. doi:10.1111/ijtd.2001.5.issue-1
   Google Scholar
• Yip, J., & Wilson, M. S. (2010). Learning from experience. In E. Van Velsor, C. D. McCauley, & M. N. Ruderman (Eds.), The center for creative leadership handbook of leadership development (pp. 63–96). San Francisco, CA: Jossey-Bass.
   Google Scholar