Effectiveness of full range leadership development among middle managers

Journal article


Chaimongkonrojna, Teerapun and Steane, Peter. (2015) Effectiveness of full range leadership development among middle managers. Journal of Management Development. 34(9), pp. 1161 - 1180. https://doi.org/10.1108/JMD-01-2014-0002
AuthorsChaimongkonrojna, Teerapun and Steane, Peter
Abstract

Purpose: The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach: In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings: The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications: The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value: The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Keywordsleadership development; Asia; transformational leadership; action research
Year2015
JournalJournal of Management Development
Journal citation34 (9), pp. 1161 - 1180
PublisherEmerald Group Publishing Limited
ISSN0262-1711
Digital Object Identifier (DOI)https://doi.org/10.1108/JMD-01-2014-0002
Scopus EID2-s2.0-84941903814
Page range1161 - 1180
Research GroupPeter Faber Business School
Place of publicationUnited Kingdom
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