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Looking through the lens of leadership: a constructive developmental approach

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Abstract:

Purpose – The purpose of this paper is to examine the relationships between leadership development level (LDL) and leadership effectiveness utilizing 360-degree feedback scores. Researchers examine raters' ability to recognize effective leadership practices using a constructive developmental framework.

Design/methodology/approach – This approach is quantitative and involved data gathered from subject-object CD interviews and 360-degree feedback scores collected from individuals enrolled in an executive leadership development program.

Findings – The analysis revealed that LDL predicted leadership effectiveness using the 360-degree feedback measure across a number of sources including superiors, subordinates, and peers. In addition, researchers reveal that individuals that lead from higher levels are more effective in a number of leadership competencies (e.g. Leading Change, Managing Performance, Creating a Compelling Vision, etc.). Finally, the research demonstrates that superiors and peers can predict leader effectiveness better than subordinates or oneself.

Research limitations/implications – Implications for integrating constructive developmental theory in both the research and practice of leader selection and development is discussed.

Originality/value – This study is one of the first studies to empirically demonstrate the link between leadership development level and leadership effectiveness using the constructive developmental framework.

Keywords:

360-degree feedback, Competences, Leadership development, Management effectiveness

Article Type:

Research paper

References:

50 references

Article URL:

www.emeraldinsight.com/10.1108/01437730810845298

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