Summary of the Leadership Quarterly
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| Robert, G., Lord T, Rosalie, J. 2005. Identity, deep structure and the development of leadership skill. The Leadership Quarterly, 16, 591–615. | Leadership Development- changes in leadership skills which may be viewed from a general theory’s the perspective of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops. Organized in terms of skill level from novice to intermediate to expert. It requires a leaders own interest (Chan & Drasgow, 2001). Identity-An important factor in leadership development, alongside emotional regulation. Leadership is in levels, where each identity level is a provision for alternative basis of self-regulation, and alternative ways to define leadership (Hogg, 2001; Hogg & van Knippenberg, 2003).Information processing- This is how information is accessed and used. Humans have dual systems for processing information (Smith & DeCoster, 2000), one that requires conscious, and another that happens pre-consciously. The information processing ability changes as an individual develops his leadership skills. Experiment 1: different level Leaders in physics had to solve a problem, and it was found out that experts in physics organized problems around the principles of mechanics, but the novices used literal problem description aspects to categorize the problem.Experiment 2: CEOs’ in the tool and dye industry knowledge structures was compared to the MBA students’. The CEOs applied deeper principles to categorize and subsequently solve them, as opposed to the novices who only used surface features.In Leadership development, therefore, experts tend to rely so much on their knowledge to solve problems that face them, than the novice, who only use the surface details to act upon a problem. The difference in knowledge leads to different understandings and conclusions.Skills associated with leadership development include social skills, task skills, emotional skills, values and meta-monitoring skills.Relevant articles: Chan, K. Y., & Drasgow, F. (2001). Toward a theory of individual differences and leadership: Motivation to lead. Journal of Applied Psychology 86, 481–498 Chan, K. Y., & Drasgow, F. (2001). Toward a theory of individual differences and leadership: Motivation to lead. Journal of Applied Psychology 86, 481–498Smith, E. R., & DeCoster, J. (2000). Dual-process models in social and cognitive psychology: Conceptual integration and links to underlying memory systems. Personality and Social Psychology Review 4, 108–131 |
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