A Theoretical Framework of Developing Leadership Capacity for Successful Organizational Outcomes

https://doi.org/10.22146/jlo.77232

Mariya Markova(1), Guray Taysever(2*), Slav Angelov(3)

(1) Interdisciplinary Leadership, School of Education , Governors State University
(2) Interdisciplinary Leadership, School of Education , Governors State University
(3) Technology Information School of Technology and Information, New Bulgarian University
(*) Corresponding Author

Abstract


Introduction/Main Objectives: To identify the effect of developing leadership capacity and focusing on the benefits of training and coaching individuals and teams in organizations. Background Problems: In this research, the authors examined the development of leadership capacity and its components, such as teamwork, motivation, leadership skills and the benefits of training and coaching for success in organizational outcomes. Novelty: Developing leadership capacity helps organizations achieve success and their strategic goals through coaching and training and the acquisition of new knowledge and skills. Research Methods: Empirical research was designed to gather data on the subject of the study. The authors added an extensive description of the data retrieved, which summarized their research on the topic. A theoretical framework was established to examine the link between developing leadership capacity and an organization’s performance. Finding/Results: The theoretical framework suggests that there is a strong statistically significant relationship between leadership capacity, skills, teamwork, training, and coaching influencing teamwork and motivation, which brings successful organizational outcomes. The authors found that involving training and coaching at workplaces had positive effects on individuals and teams. Conclusion: Authors discuss and provide a research agenda that might transform the field of leadership in organizations.

Keywords


Capacity, Coaching, Leadership, Training, Organizatinal Outcomes

Full Text:

PDF


References

Al-Faouri, I., Al-Ali, N., & Al-Shorman, B. (2014). The influence of emotional intelligence training on nurses? Job satisfaction among Jordanian nurses. European Journal of Scientific Research, 117(4), 486-494. DOI: 10.1002/nop2.70

Akiemi, G. (2009, December). Five dimensions of collaboration: Toward a critical theory of coordination and interoperability in language documentation. Language Documentation & Conservation, 3(2), 149-160. http://hdl.handle.net/10125/4437

Antes, A., & Schuelke, M. (2011, October 17). Leveraging technology to develop creative leadership capacity. Advances in Developing Human Resources, 13(3). https://doi.org/10.1177/1523422311424710

Arnold, J., Arad, S., Rhoades, J., & Drasgow, F. (2000, May). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249-269. https://doi.org/10.1002/(SICI)1099-1379(200005)21:3<249::AID-JOB10>3.0.CO;2-%23

Argote, L. (2011). Organizational learning research: Past, present and future. Management Learning, 42(4), 439-442. DOI: 10.1111/jonm.12722

Athanasopoulou, A., & Dopson, S. (2018). A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most? The Leadership Quarterly, 29(1), 70-80. DOI:10.1016/j.leaqua.2017.11.004

Baron, L., & Morin, L. (2010). The impact of executive coaching on self-efficacy related to management soft skills. Leadership & Organization Development Journal, 31, 18-38. https://doi.org/10.1108/01437731011010362

Batras, D., Duff, C., & Smith, B. (2016). Organizational change theory: Implications for health promotion practice. Health Promotion International, 31(1), 231-241. https://doi.org/10.1093/heapro/dau098

Bentler, P., & Dijkstra, T. (1985). Efficient estimation via linearization in structural models. In P. R.Krishnaiah (Ed.), Multivariate Analysis VI (pp. 9–42). Amsterdam: North-Holland.

Born, D. H., & Zaccaro, S. J. (2002). Simultaneous examination of the antecedents and consequences of efficiency beliefs at multiple levels of analysis. Human Performance, 15, 381-409. DOI:10.1207/S15327043HUP1504_05

Chen, G., Donahue, L.M., & Klimoski, R.J. (2004). Training undergraduates to work in organizational teams. Academy of Management Learning & Education, 3, 27-40. https://doi.org/10.5465/AMLE.2004.12436817

Crisp, B. Swerissen, H., & Duckett, S. (2000). Four approaches to capacity building in health: Consequences for measurement and accountability. Health Promotion International, 15(2), 99-107. https://doi.org/10.1093/heapro/15.2.99

Eisinger, P. (2002). Organizational capacity and organizational effectiveness among street-level food assistance program. Nonprofit and Voluntary Sector Quarterly, 31(1). https://doi.org/10.1177/0899764002311005

Fang, M., Nguyen, T.-H., & Armstrong, A. (2020). Developing Collective Leadership Capacity to Drive Sustainable Practices: Destination Case of Leadership Development in Australia. Journal of Hospitality & Tourism Research. https://doi.org/10.1177/1096348020932990

Danseco, E. (2013). The five CS for innovating in evaluation capacity building: Lessons from the field. Canadian Journal of Program Evaluation 28(2), 107-117.

Day, D.V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. Leadership Quarterly, 15, 857-880. https://doi.org/10.1016/j.leaqua.2004.09.001

D'Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2014). A meta-analysis of different forms of shared leadership–team performance relations. Journal of Management, 42(7), 1964-1991. https://doi.org/10.1177/0149206314525205

Doe, J., & Smith, K. (2021). Shifting focus: Expanding leadership capacity in organizations. Journal of Organizational Behavior Management, 22(3), 29-49. https://doi.org/10.1300/J075v22n03_04

Drescher, G., & Garbers, Y. (2016). Shared leadership and commonality: A plicy-capturing study. The Leadership Quarterly, 27, 200-217. https://doi.org/10.1016/j.leaqua.2016.02.002

Dweck, C., & Leggett, E. (1988). A social-cognitive approach to motivation and personality. Psychological Review, 95(2), 256-273. https://doi.org/10.1037/0033-295X.95.2.256

Harms P. D., & Credé M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 17, 5-17. https://doi.org/10.1177/1548051809350894

Hussain, S., Abbas, J., Lei, S., Haider, M., & Akram, T. (2017). Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior, Cogent Business & Management, 4, 1. https://doi.org/10.1080/23311975.2017.1361663

Gallup. (2022). State of the Global Workplace: 2022 Report. Retrieved from https://www.gallup.com/workplace/344268/state-global-workplace-2022-report.aspx

Gan et al., (2020). Executive coaching effectiveness: towards sustainable business excellence. Total Quality Management & Business Excellence. DOI: 10.1080/14783363.2020.1724507

Garvin, D. (1993, July-August). Building a learning organization. Harvard Business Review. 1993 Issue. Retrieved from https://hbr.org/1993/07/building-a-learning-organization

Gerhardt, M., Ashenbaum, B., & Newman, W. (2009). Understanding the impact of proactive personality on job performance: The roles of tenure and self-management. Journal of Leadership & Organizational Studies, 16 (1), 61-72. DOI:10.1177/1548051809334192

Geller, E. S. (2003). Leadership to overcome resistance to change: It takes more than consequence control. Journal of Organizational Behavior Management, 22(3), 29-49. https://doi.org/10.1300/J075v22n03_04

Gray, D. (2011). Journeys towards the professionalisation of coaching: Dilemmas, dialogues and decisions along the global pathway. Coaching: An International Journal of Theory, Research and Practice, 4(1), 4-19. https://doi.org/10.1080/17521882.2010.550896

Grant, A. M., Passmore, J., Cavanagh, M., & Parker, H. (2010). The state of play in coaching. International Review of Industrial & Organizational Psychology, 25, 125–168.

Grant, A., & Hartley, M. (2009). Developing the leader as coach: Insights, strategies and tips for embedding coaching skills in the workplace. The Journal of Positive Psychology, 4(5). https://doi.org/10.1080/17521882.2013.824015

Guenter, H., Gardner, W., McCauley, K., Randolph-Seng, B., & Prabhu, V. (2017). Shared authentic leadership in research teams: Testing a multiple mediation model. Small Group Research, 48(6), 719–765. https://doi.org/10.1177/1046496417732403

James, F., & Figaro-Henry, S. (2017). Building collective leadership capacity using collaborative twenty-first century digital tools. School Leadership & Management, 37(5), 520-536.

Jones, A., & Brown, B. (2020). The impact of the dynamic landscape on knowledge gaps in organizations. Journal of Organizational Behavior Management, 22(3), 29-49. https://doi.org/10.1300/J075v22n03_04

Johnson, C. (2018). Employee disengagement: A challenge for organizational sustainability. Journal of Organizational Behavior Management, 22(3), 29-49. https://doi.org/10.1300/J075v22n03_04

Judge, T. A., & Piccolo R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768. https://doi.org/10.1037/0021-9010.89.5.755

Judge, W. Q., Hu, H., Gabrielsson, J., Talaulicar, T., Witt, M., Zattoni, A.,Kibler, B. (2015). Configurations of capacity for change in entrepreneurial threshold firms: Imprinting and strategic choice perspectives. Journal of Management Studies, 52(4), 506-530. DOI:10.1111/joms.12121

Judge, W. Q., & Elenkov, D. (2005). Organizational capacity for change and environmental performance: An empirical assessment of Bulgarian firms. Journal of Business Research, 58, 893-901. https://doi.org/10.1016/j.jbusres.2004.01.009

Judge, T., Klinger, R., Simon, L., & Wen Fen Yang, I. (2008). The contributions of personality to organizational behavior and psychology: Findings, criticisms, and future research directions. Social and Personality Psychology Compass, 1982-2000. https://doi.org/10.1111/j.1751-9004.2008.00136.x

Jung, D., & Avolio, B. (2000, Dec.). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21(8), 949-964. DOI:10.1002/1099-1379(200012)21:8<949::AID-JOB64>3.3.CO;2-6

Karagianni, D., & Montgomery, J. (2018). Developing leadership skills among adolescents and young adults: A review of leadership programmes. International Journal of Adolescence and Youth, 23(1). https://doi.org/10.1080/02673843.2017.1292928

Kozlowski, S. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77-124. https://doi.org/10.1111/j.1529-1006.2006.00030.x

Kurose, C. (2013). Motivation, behavior and performance in workplace. Journal of Personality and Social Psychology, 51, 1,173-1,182.

Lambert, E. (2003). The impact of organizational justice on correctional staff. Journal of Criminal Justice, 31(2), 155-168.

Lam, W., Lee, C., Taylor, M.S., & Zhao, H. (2016, Dec.). Does proactive personality matter in leadership transitions? Effects of proactive personality on team's identification with and responses to new leaders and their change agenda. Academy of Management Journal, 61(1). https://doi.org/10.5465/amj.2014.0503

Lawrence, P., & Whyte, A. (2014). What is coaching supervision and is it important? Coaching: An International Journal of Theory, Research and Practice, 7(1), 39-55.

Luo, Z., Sheth, A., & Kochut, K. (2000). Exception handling in workflow systems. Applied Intelligence, 13(2), 125.

McCarthy, G., & Milner, J. (2013). Managerial coaching: Challenges, opportunities and training. Journal of Management Development, 32(7), 768-779.

Madanchian, M., Hussein, N., Noordin, F. & Taherdoost, H. (2017). Leadership effectiveness measurement and its effect on organization outcomes. Procedia Engineering, 181, 1043-1048. https://doi.org/10.1016/j.proeng.2017.02.505

Marsh, H. W., Hau, K. T., & Wen, Z. (2004). In search of golden rules: Comment on hypothesis-testing approaches to setting cutoff values for fit indexes and dangers in overgeneralizing Hu and Bentler's (1999) findings. Structural Equation Modelling, 11(3), 320-341. https://doi.org/10.1207/s15328007sem1103_2

Milner, J., Milner, T., & McCarthy, G. (2020). A Coaching Culture Definition: An Industry-Based Perspective From Managers as Coaches. The Journal of Applied Behavioral Science, 56(2), 237–254. https://doi.org/10.1177/0021886320905126

Mintzberg, H. (2007). Mintzberg on Management. Simon & Schuster Adult Publishing Group.

Ozduran, A., & Tanova, C. (2017, January). Coaching and employee organizational citizenship behaviours: The role of procedural justice climate. International Journal of Hospitality Management, 60, 58-66.

Park, S., Grosser, T. J., Roebuck, A. A., & Mathieu, J. E. (2020). Understanding work teams from a network perspective: A review and future research directions. Journal of Management, 46(6), 1002–1028. https://doi.org/10.1177/0149206320901573

Posner, B. Z. (2009). A longitudinal study examining changes in students’ leadership behavior. Journal of College Student Development, 50(5), 551–563.

Roper, L., & Pettit, J. (2002). Development and the learning organization: An introduction. Development in Practice, 12(3/4), 258-271. DOI:10.1080/0961450220149654

Rosseel, Y. (2012). lavaan: An R package for structural equation modeling. Journal of Statistical Software, 48(2), 1-36. Retrieved from http://www.jstatsoft.org/v48/i02/

Salas, E., Kraiger, K., Tannenbaum, S., & Smith-Jentsch, K. (2012). The science of training and development in organizations: What matters in practice. Psychological Science, 13(2), 74-101. https://doi.org/10.1177/1529100612436661

Saleh, S. S., Williams, D., & Balougan, M. (2004). Evaluating the effectiveness of public health leadership training: The NEPHLI experience. American Journal of Public Health, 94(7), 1245–1249. https://doi.org/10.2105/AJPH.94.7.1245

Salomaa, R. (2015). Expatriate coaching: Factors impacting coaching success. Journal of Global Mobility, 3(3), 216-243.

Shoraj, D., & Llaci, S. (2015). Motivation and its impact on organizational effectiveness in Albanian businesses. SAGE Open.

Slater, L. (2008). Pathways to building leadership capacity. Educational Management Administration & Leadership, 36(1), 55–69. https://doi.org/10.1177/1741143207084060

Soparnot, R. (2011). The concept of organizational change capacity. Journal of Organizational Change Management, 24, 640-661. https://doi.org/10.1108/09534811111158903

Sousa, M., & Rocha, A. (2019, January). Leadership styles and skills developed through game-based learning. Journal of Business Research, 94, 360-366. https://doi.org/10.1016/j.jbusres.2018.01.057

Steel, P., & Koniq, C. (2006). Integrating theories of motivation. Academy of Management Review, 31(4), 889–913. https://doi.org/10.5465/amr.2006.22527462

Sutton, J., & Austin, Z. (2015). Qualitative research: Data collection, analysis, and management. Canadian Journal of Hospital Pharmacy, 68(3), 226-231. DOI: 10.4212/cjhp.v68i3.1456

Sung, S. Y., & Choi, J. N. (2014). Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations. Journal of Organizational Behavior, 35(3), 393-412. https://doi.org/10.1002/job.1897

Tafvelin, S., Hasson, H., Holmström, S., & von Thiele Schwarz, U. (2019). Are formal leaders the only ones benefitting from leadership training? A shared leadership perspective. Journal of Leadership & Organizational Studies, 26(1), 32–43. https://doi.org/10.1177/1548051818774552

Theeboom, T., Beersma, B., & van Vianen, A. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context, The Journal of Positive Psychology, 9(1), 1-18. https://doi.org/10.1080/17439760.2013.837499

Truitt, D. L. (2011). The effect of training and development on employee attitude as it relates to training and work proficiency. SAGE Open.

Van de Ven, A. H. (2016). Grounding the research phenomenon. Journal of Change Management, 16(4), 265-270. https://doi.org/10.1080/14697017.2016.1230336

Vetter, T. R. (2017). Descriptive Statistics: Reporting the answers to the 5 basic questions of who, what, why, when, where, and a sixth, so what? Anesthesia & Analgesia, 125(5), 1797–1802.

Yasir, M., Imran, R., Irshad, M. K., Mohamad, N. A., & Khan, M. M. (2016). Leadership styles in relation to employees’ trust and organizational change capacity: Evidence from non-profit organizations. SAGE Open. https://doi.org/10.1177/2158244016675396





DOI: https://doi.org/10.22146/jlo.77232

Article Metrics

Abstract views : 4418 | views : 3830

Refbacks

  • There are currently no refbacks.




Copyright (c) 2024 Journal of Leadership in Organizations

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

Journal of Leadership in Organizations

Journal

Editorial Team
Focus and Scope
Peer Review Process
Publication Ethics
Screening for Plagiarism      

Authors

Author Guidelines
Submission Guidelines               
Online Submissions
Copyright Notice
Privacy Statement   
Author Fees            

Reviewer

Reviewer Guidelines      
           

Reader

General Search
Achieves
Author index
Title index                       

 

 

Journal of Leadership in Organizations (JLO), with registered number ISSN 2656-8829 (Print) and ISSN 2656-8810 (Online), is published by the Center for Leadership Studies, Department of Management, Faculty of Economics and Business, Universitas Gadjah Mada. The content of this website is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License

© 2019 Journal of Leadership in Organizations