The building blocks of leader development: A psychological conceptual framework
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 25 September 2007
Abstract
Purpose
The paper aims to present a conceptual model that delineates the psychological substructures (“building blocks”) and their impact on the major learning processes required for leader development.
Design/methodology/approach
Based on theories in developmental psychology, it is argued that certain variables formed in early childhood are “building blocks” for leader development in later phases of the individual's life. The influence of these variables on leader development is discussed.
Findings
The building blocks – self‐confidence, pro‐social orientation, proactive optimistic orientation, openness, along with high motivation to lead – are precursors for (socialized) leader development. Their significance and how they affect two major learning processes of leaders – experiential learning and vicarious learning – are discussed.
Originality/value
The article presents a conceptualization that is research oriented and can be tested empirically. Most of the concepts discussed have valid and reliable measures that can be used in future research. The directions discussed also have practical implications, particularly with regard to methodical selection and development of leaders – issues that are of special concern to large organizations.
Keywords
Citation
Popper, M. and Mayseless, O. (2007), "The building blocks of leader development: A psychological conceptual framework", Leadership & Organization Development Journal, Vol. 28 No. 7, pp. 664-684. https://doi.org/10.1108/01437730710823905
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited