Leadership development practices and organizational performance
Faculty of Applied Economics
Academy of Management Proceedings & Membership Directory
University of Antwerp
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.