In order to respond to the many challenges that confront them, organizations must assist their leaders to develop their personal and professional strengths. The development of leaders and leadership involves more than just the development of knowledge and must become an integral part of the organizational culture so as to also develop know-how and soft skills. Accordingly, programs have been created that are based on collaborative learning and the contextualization of the various issues demanding resolution, all with a view to developing leadership capable of surpassing the limitations of current management methods. To demonstrate how these programs can influence leadership, this article proposes a theoretical review of leadership, viewed as an ongoing process and then presents three proven development programs: coaching, mentoring and action learning.
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15 April 2019
Research Article|
April 15 2019
LEADERSHIP DEVELOPMENT: Three programs that maximize learning over time
Servane Roupnel;
Servane Roupnel
1
École nationale d’administration publique (Québec)
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Natalie Rinfre;
Natalie Rinfre
2
tÉcole nationale d’administration publique (Québec)
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Jennifer Grenier
Jennifer Grenier
1
École nationale d’administration publique (Québec)
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Publisher: Emerald Publishing on behalf of Association of Leadership Educators
Online ISSN: 1552-9045
Copyright © 2019, The Journal of Leadership Education
2019
The Journal of Leadership Education
This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/
Journal of Leadership Education (2019) 18 (2): 126–143.
Citation
Roupnel S, Rinfre N, Grenier J (2019), "LEADERSHIP DEVELOPMENT: Three programs that maximize learning over time". Journal of Leadership Education, Vol. 18 No. 2 pp. 126–143, doi: https://doi.org/10.12806/V18/I2/T1
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