- Oxford Library of Psychology
- Oxford Library of Psychology
- About the Editor
- Introduction: Leadership in Five Parts
- The Attributes of Successful Leaders: A Performance Requirements Approach
- Personality and Leadership
- The WICS Model of Leadership
- What Makes Great Business Leaders?
- Training and Developing Leaders: Theory and Research
- Commentary: A Way Ahead
- Leadership and Followership from a Social Cognition Perspective: A Dual Process Account
- Inclusive Leadership and Idiosyncrasy Credit in Leader-Follower Relations1
- Leading Teams: Past, Present, and Future Perspectives
- Overview of Future Research Directions for Team Leadership
- Organizational Leadership and Complexity Mechanisms
- A Five-Dimensional Integrated Framework of Strategic Leadership: Application to the Emerging Markets and Implications for the Industrial Markets
- Cross-Cultural Leadership
- Genes, Memes, and the Evolution of Human Leadership
- Commentary: When It Comes to Leadership, Context Matters
- Leadership in the Profession of Arms
- Leadership in Higher Education
- Presidential Leadership: Performance Criteria and Their Predictors
- Leadership in Context and Context in Leadership Studies
- The “Missing Link” in Managerial Network Dynamics
- Charismatic Leadership
- From Transactional and Transformational Leadership to Authentic Leadership
- Leadership, the Old, the New, and the Timeless: A Commentary
- Leader Effectiveness: Who Really is the Leader?
- Destructive Leadership
- The Elusive Science of Leadership
Abstract and Keywords
This chapter summarizes the existing theory and research on leader training and development. The theoretical advances around the issues of leader identity and expertise development are emphasized. Then, programs of training and development research are outlined, highlighting the recent work on charting and the developmental trajectories of leaders. The team-leadership capacity can provide the resources needed for team resilience and adaptability, even under the most challenging circumstances. The results from the leader-training studies indicate that training is efficient in improving specific leadership-related skills. It seems that the role of leader identity construction is emerging as a central process in the effective development of leaders. Initial evidence reveals that individuals do not experience or benefit from leader development in the same ways. Examining issues of successful aging and their relationship to ongoing, lifelong learning and development could offer insights into how to keep older adults engaged and productive in later life.
David V. Day is Winthrop Professor and Woodside Chair in Leadership and Management at the University of Western Australia Business School. He is a Fellow of the American Psychological Association and a Fellow of the Association for Psychological Science.
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