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Do all institutions benefit from leadership training? Challenging tradition through systems inquiry
Author(s) -
Nadim Abbas,
Singh Parbudyal
Publication year - 2008
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.20034
Subject(s) - training (meteorology) , neuroleadership , public relations , shared leadership , leadership development , leadership , servant leadership , leadership studies , transactional leadership , leadership style , sociology , management , psychology , political science , economics , physics , meteorology
There is a fascination in the business community with leadership. There is an endless stream of training and development programs on how to become effective leaders to the extent that leadership training is now a big business. But the fascination is not restricted to the business community. People are enthralled by the idea of leadership, search for more information on it, and truly believe that by becoming a leader, they can reach a more desirable future. The purpose of this article is to demonstrate that all organizations do not benefit universally from their investment in employees' leadership training. After reviewing the leadership literature and systems concepts, it is recommended that the redesign of an organization in a social systemic framework will lead to optimization of benefit from leadership training.