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Leadership Development Practices and Organizational Performance
Subramony, Mahesh Segers, Jesse Chadwick, Clint Shyamsundar, A Dooney, John
Subramony, Mahesh
Segers, Jesse
Chadwick, Clint
Shyamsundar, A
Dooney, John
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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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2017-11-30
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Elsevier
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AOM proceedings.pdf
Adobe PDF, 112.54 KB
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Keywords
HRM, Leadership development, organizational performance
Citation
Mahesh V. Subramony, Jesse Segers, Clint Chadwick, Aarti Shyamsunder, and John Dooney, 2015: Leadership Development Practices and Organizational Performance. Proceedings, 2015, https://doi.org/10.5465/ambpp.2015.37