Title
Leadership development practices and organizational performanceLeadership development practices and organizational performance
Author
Faculty/Department
Faculty of Applied Economics
Research group
Management
Publication type
article
Publication
Subject
Economics
Source (journal)
Academy of Management Proceedings & Membership Directory
Volume/pages
(2015):1
ISSN
1543-8643
Carrier
E
Target language
English (eng)
Full text (Publishers DOI)
Affiliation
University of Antwerp
Abstract
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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