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Title
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Leadership development practices and organizational performance
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Author
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Abstract
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| Leadership development is receiving increasing attention from scholars and practitioners globally. In this study, utilizing a sample of 223 organizations in an emerging economy (India), we discovered positive relationships between two bundles of leadership development practices (i.e., differentiation and integration; Day, 2000) and two forms of organization-level intangible assets - human and social capital. Further, our results suggest that organization-level human capital fully mediates the relationship between the differentiation bundle (consisting of practices aimed at increasing individual leaders self-awareness and competence) and organizational performance, as measured by sales growth; and that social capital is marginally related to organizational innovation. |
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Language
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English
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Source (journal)
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Academy of Management Proceedings & Membership Directory
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Publication
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2015
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ISSN
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1543-8643
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DOI
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10.5465/AMBPP.2015.37
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Volume/pages
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1
(2015)
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Article Reference
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17429
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Medium
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E-only publicatie
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Full text (Publisher's DOI)
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