Moving the Needle
What We Know (and Don’t Know) About Developing Leaders
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- Description
- Contents
- About
Moving the Needle: What We Know (and Don’t) About Developing Leaders examines 34 popular and cutting-edge instructional strategies that educators and trainers have employed to help others develop the capacity to lead. Some strategies have been popular for decades—such as student group projects—while others are just now emerging—such as using generative artificial intelligence. The book is designed to be imminently practical. Each chapter describes a different strategy for development, and includes illustrations of the strategy “in action,” examines the state of empirical evidence suggesting what scholars know about the strategy’s effectiveness, and provides resources for where readers can learn more. For strategies with a shallower pool of evidence, the chapter provides suggestions for a future research agenda targeted at scholars interested in researching the methods and outcomes related to each strategy.
Chapter 1. Action Learning; Ronald J. Mickler Jr
- Chapter 2. Artificial Intelligence and Leader Development; Gary Lloyd
- Chapter 3. Using Assessment Centers for Leader Development and Assessment; Ronald E. Riggio, Rick Jacobs, and Greg Loviscky
- Chapter 4. Case-in-Point Methodology; Scott J. Allen
- Chapter 5. Coaching for Leader Development; John Weng
- Chapter 6. Creating Art for Leadership Development; Risako (Lisa) Watanabe and Ryosuke (Reo) Watanabe
- Chapter 7. Debriefing; Summer F. Odom and Lori L. Moore
- Chapter 8. Feedback and Peer-Feedback; Lisa Endersby and Matthew Dunleavy
- Chapter 9. Checkmate or Chance: Games as a Strategy for Leader Development; Joe Lasley
- Chapter 10. Gamification and Leader Development; Karen (Kat) Schrier
- Chapter 11. Discussion as Leadership Pedagogy; Daniel M. Jenkins
- Chapter 12. Group Projects; Jessica Ramirez, Onyedikachi Ekwerike, and Kerry L. Priest
- Chapter 13. Tell Me How You Really Feel: Utilizing Intergroup Dialogue Principles and Practices to Develop Authentic Leaders and Organizations; Grant R. Jackson and Elizabeth J. Darger
- Chapter 14. Improv as a Tool for Leader Development; Jessica Hill and Corey Seemiller
- Chapter 15. Leading to Win: The Role of Inter-Group and Intra-Group Competition in Leadership Education; Lisa K. J. Kuron
- Chapter 16. International Immersion Initiatives for Student Leader Development; Tara Grey Coste and Heinz Neethling
- Chapter 17. Learning by Listening; Alexandra K. Perry and Jason D. Nulton
- Chapter 18. Mentoring: An Evidence-Based Approach to Leader Development; Robert J. Chico, Sophia R. Thomas, Tejal Wagadia, and S. R. Aurora (also known as Mai P. Trinh)
- Chapter 19. Using Microexperiences to Develop Leaders Faster; Jimmy Parker
- Chapter 20. Cultivating Strategic and Meaningful Relationships With Senior Leaders by Leveraging Networking Opportunities; Amy McGinnis and Eric Buschlen
- Chapter 21. Leadership and Outdoor Education; Rich Whitney and Brittany Applen
- Chapter 22. Peer Mentoring for Leader Development; Hannah M. Sunderman and Bolanle Adebayo
- Chapter 23. Leader Performance Assessment; Lori M. Throupe and Abby Haney
- Chapter 24. Performance-Based Learning: Gaining Competency Through Practice; Sadhana Warty Hall and Amy Elliott
- Chapter 25. Problem-Based Learning; Marianne Roux
- Chapter 26. The Process and Power of Reflection; Melissa L. Rocco
- Chapter 27. Student Research Teams; Julie E. Owen
- Chapter 28. Role-Play as a Strategy for Leader Development; Dami Alegbeleye and Trisha Teig
- Chapter 29. Assessments and Instruments; Ralph A. Gigliotti and Marcy Levy Shankman
- Chapter 30. Service-Learning; Rian Satterwhite
- Chapter 31. Simulations for Leader Development; Lacey Grey H. Hunter
- Chapter 32. Student Organization Involvement; Paige Haber-Curran
- Chapter 33. 360-Degree and Multi-Rater Feedback; Stephanie A. Van Dellen, Jeff Bourgeois, and Gordon B. Schmidt
- Chapter 34. Vision Statements and Personal Development Plans as Tools in Leader Development; Darren E. Pierre and Lauren Bullock
David M. Rosch currently serves as an associate professor in the agricultural leadership, education, and communications program at the University of Illinois at Urbana–Champaign, USA.
Scott J. Allen is an award-winning educator passionate about working with people at all levels and across industries. He serves as an instructor in SMU’s Cox School of Business Executive Education, USA, and spent more than 18 years as a professor of management.
Daniel M. Jenkins serves as a professor of leadership and organizational studies at the University of Southern Maine, USA.