Development and Learning in Organizations: An International Journal

Nabben, Jennifer

2015 Development and Learning in Organizations: An International Journal

doi: 10.1108/DLO-09-2014-0072

Purpose – This paper aims to explore how emotional intelligence and the emerging field of neuroscience can tell us much about how leaders can use their own emotions to positively influence people. The ability for leaders to positively influence others is a critical skill and yet it is often identified as a gap in leadership teams. Design/methodology/approach – The paper draws on the work of Goleman, Kline, Ramachandran and Schwartz, as well as the author’s own recently published book. Findings – An emotionally intelligent leader, rather than assuming that those who speak the loudest have the most valuable contribution will be more likely to understand and value different thinking and personality styles and will take active steps to create an environment where people feel safe to contribute their very best thinking. Practical implications – This paper provides useful, practical advice to those involved in leadership development or leaders themselves who want to better understand how they can improve their ability to influence others. Originality/value – The paper provides practical advice, grounded in research, that professional learning and development executives or leaders themselves can put in action.

Haskins, Mark E. ; Clawson, James G.

2015 Development and Learning in Organizations

doi: 10.1108/DLO-05-2014-0043

Purpose – This paper introduces readers to the usefulness of, design of, and an example of a custom executive education program charter. As such, charters are posed as a key task to complete at the outset of a new custom executive education provider/client relationship. Design/methodology/approach – This paper codifies the attributes of a well-conceived and well-crafted program charter based on a number of years of having led custom executive education program design, development, and delivery activities. Findings – Six components of a useful and substantive custom executive education program charter are identified. Each is discussed as are the roles that a completed charter can contribute to in an ongoing custom executive education provider/client relationship. Practical implications – The field-inspired custom executive education program charter insights presented are immediately actionable by program providers and/or the client sponsors of such programs. Originality/value – Readers are provided with a template for crafting their own charters. The merits of having a charter are highlighted, as are some of the challenges involved in crafting one.

Self, Dennis R ; Self, Terry ; Matuszek, Tish ; Schraeder, Mike

2015 Development and Learning in Organizations

doi: 10.1108/DLO-08-2013-0053

Purpose – The article argues for increased use of knowledge management as a possible method for improving the alignment of organizations with the external environment. Design/methodology/approach – It is readily acknowledged that the external environment for organizations is characterized as fast-paced. As such, to remain successful, organizations must endeavor to remain aware of changes in the external environment and make timely adjustments to internal operations that will keep the organization properly aligned with the environment. Findings – Strategic thinking, bolstered by effective knowledge management, is one approach organizational leaders can consider in their quest to remain properly aligned with perpetual changes in the external environment. Practical implications – Employees represent a significant source of information and knowledge within organizations. Leveraging this information through knowledge management may enhance the strategic thinking within organizations, translating into practices that will help the organization remain properly aligned with the external environment. Originality/value – The topic of knowledge management is certainly not new. However, emphasizing knowledge management in the context of organizational alignment provides organizational leaders with an additional strategy that has considerable practical value.

Foster, Carrie Louise

2015 Development and Learning in Organizations

doi: 10.1108/DLO-06-2014-0045

Purpose – This paper aims to identify overlooked and unrecognized domains of talent management by existing academic and practitioner literature and provide a challenge to current boundaries around the area. Design/methodology/approach – This paper is an exploratory viewpoint based on the extant literature and the conceptual model of Boundary-less Talent Model (BTM) and its potential for practical application. Findings – This paper aims to expand on theoretical or conceptual understandings of talent management which have been surprising under-developed, as well as address the lack of attention in the practitioner community to addressing the talent potential of the wider employee population. The paper introduces the BTM, challenges the current boundaries and discusses how the model can be applied within an organization. Research limitations/implications – This paper is written from a Western organizational perspective. Practical implications – In principle, anyone should be able to recognize talent, and anyone can be recognized as having talent, but in practice subjectivity and perception in relation to the assessment, judgement and management of talent, creating a problem of unidentified and/or underutilized talent. The result is that either at an organizational or an individual level, talent becomes an untapped resource, which when ignored may have a negative impact on organizational performance. Social implications – The identification, recruitment and retention of the right knowledge and skills for the organization’s needs will always outpace traditional talent management methodologies. Adaptability in the Information Age is necessary for organizations to respond to the social structural shifts and the emergence of the boundary-less organization. Originality/value – This paper provides an examination of the proposed BTM and the encouragement for academics and practitioners to re-think the ways in which various forms of talent are managed.

Ballé, Michael ; Chaize, Jacques ; Jones, Daniel

2015 Development and Learning in Organizations

doi: 10.1108/DLO-10-2014-0080

Purpose – The purpose of this paper is a first-hand study of lean improvement programs that has led the authors to distinguish two different forms of learning intent: exclusive learning versus inclusive learning. These two forms of learning reflect two different attitudes to learning. With exclusive learning, the executives expect to learn by themselves and then apply this learning to the organization – and then reap the benefits. With inclusive learning, the executives intend to learn with others and from their own learning efforts – and share the benefits. The authors argue that these learning attitudes account for a large part of the difference between the success and failure of lean initiatives. Design/methodology/approach – The paper is based on over 25 years of research studying Toyota – where the term “lean” was first used to describe their particular way of working – together with working with hundreds of other organizations around the world across all sectors. Findings – To implement a lean strategy that brings long-term, effective change requires senior executives to start with their own personal learning journey and to create an inclusive learning culture within their organization. Originality/value – The paper provides a succinct summary of how a different mindset is required from senior executives if they are to create and implement a truly lean strategy for their organization. Their behaviors enable or inhibit what the authors describe as an “inclusive” learning environment which will create and maintain a sustainable shift to a lean culture.

2015 Development and Learning in Organizations

doi: 10.1108/DLO-11-2014-0086

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – It has been claimed that principal leadership accounts for about 20 per cent of the school’s impact on student achievement, second only to the impact of teachers. The last decade has brought increased accountability pressures on principals, along with demands to demonstrate instructional leadership that results in continuous improvement in student outcomes. In fact almost all studies about successful school improvement point to the need for strong, academically-focussed principal leadership. New principals, however, are often “thrown in at the deep end”. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2015 Development and Learning in Organizations

doi: 10.1108/DLO-11-2014-0085

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Think of babies and you might think of cuddly, loveable, adorable and quite possibly noisy, smelly little creatures. They are also amazing “students” – observing what is going on around them, watching listening, touching, testing, tasting, assessing. When it comes to learning and honing new skills, acquiring essential new information, adapting to new experiences and preparing for difficult challenges ahead, adults can only look on in wonder at what babies can achieve in a short time. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2015 Development and Learning in Organizations

doi: 10.1108/DLO-11-2014-0084

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Training courses for workers are a vital part of an organization’s efforts to keep ahead of the game. Gone are the days when people trained for a job and then said “goodbye” to learning for ever. Now continuous training – providing educational opportunities for employees to better understand their role and meet new challenges, particularly those that occur in a dynamic marketplace and as a result of technological advances – ought never to be overlooked or avoided. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.