Leader versus Leadership Development 1

Running head: LEADER VERSUS LEADERSHIP DEVELOPMENT

Leader versus Leadership Development:

A Literature Review and Critical Analysis
Amy Gade
Fort Hays State University

In Partial Fulfillment of the Graduate Credit Requirements for

LDRS 600: Supervisory Management
Professor Karl Klein

Leader versus Leadership Development 2

ABSTRACT
There is a certain level of ambiguity with the word leadership. Meant to describe a certain level
of interaction between a leader and their followers, today, the word leadership is so often used
that it seems to have lost is specificity. For the purpose of the course LDRS600: Supervisory
Management at Fort Hays State University, the author attempts to address the question, What is
the impact of an individuals personal development to the leadership process? In order to
address the question, the author researched the topic of leadership development and found that
when it comes to development, leader and leadership development seem to blur together as one.
By reviewing current literature, the author of this paper aims to explain the role of leader versus
leadership development in todays organizational culture. The authors critical analysis of the
literature intends to reinforce the role of, approaches to, and outcomes of leadership development
in organizational development.

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INTRODUCTION
Leadership is one of the most consistent themes in life, for it is present in every society,
culture, and organization in which we interact. Whether a leader is named or one rises from the
crowd, there is some form of leadership in almost every situation. Because of its finite existence,
leadership is one of the most widely studied topics in academia. Only more recently has
leadership received newfound attention, as individuals are realizing that some leadership skills
may in fact be learned or can at least be improved upon, which may in turn help one advance in
their career, industry, or education. Likewise, companies are realizing that in order stay
competitive in new and ever-changing markets, leadership is necessary at all levels of their
organization in order to address the need for quick fixes, solutions, and decisions.
LITERATURE REVIEW
Hackman and Johnson (2004) explain, Leadership is a fundamental element of the
human condition. Wherever society exists, leadership exists (p. 5). They continue to theorize
that each and every definition of leadership contains an account for the universal nature of this
concept. They have even suggested that leadership can be linked to what it means to be human
(Hackman & Johnson, 2004, p. 5). While it is not guaranteed that each person will experience
being the leader, they assure that everyone will at some time be a member of the leader-follower
relationship. As one moves into the working world, leadership will surround them in
organizational and even departmental structure.
While leadership is a common theme in everyday life and has been studied for much of
time, the publics interest in leadership has increased dramatically in recent time (Northouse,
2013). As leadership positions and techniques change, it is important that scholars continue their
interest and research in this area. Northouse (2013) explained that people desire to understand
leadership because, Many people believe that leadership is a way to improve their personal,

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social, and professional lives (p. 1). Companies seek out individuals with leadership potential,
ability, or experience because they believe these people will bring keen assets that will help the
company succeed. Northouse (2013) acknowledges this by stating, for all purpose, leadership is
a highly sought-after and highly valued commodity (p. 1).
To better understand why leadership is such an interesting topic that can be influenced by
so many different factors like the group setting, leaders personality characteristics, or situation
at hand, it is important to understand the definition of leadership. While almost every person
whos studied leadership defines it slightly differently, recent scholars have worked to identify
common themes within leadership definitions. Hackman and Johnson (2004) have identified the
themes of leadership communication to include three different elements, that of the exercise of
influence, the relationship of leadership to a group context, and the emphasis of collaboration in
leading. In an attempt to define leadership with all three themes in mind, Hackman and Johnson
(2004) created a communication-based definition that claims, Leadership is human (symbolic)
communication, which modifies the attitudes and behaviors of others in order to meet shared
group goals and needs (p. 12).
Northouse (2013) identifies similar themes within the varying definitions of leadership.
He, however, added the idea of leadership as a process which typically involves goal attainment
to his definition; he states that Leadership is a process whereby an individual influences a group
of individuals to achieve a common goal (Northouse, 2013, p. 5). Mosley, Mosley, and Pietris
(2011) text, used in the Fort Hays State University LDRS600 Supervisory Management course,
echoes Northouses (2013) definition, but adds an additional element, that of goal setting.
Mosley et al. (2011) also identify varying ways in which leadership is determined; formal

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leadership being delegated by the organization, whereas informal leadership is unofficially
determined by organizational members.
Just as leadership has received a lot of attention in academia recently, so has the concept
of leadership development. Cacioppe (1998) identifies two reasons for the increased attention,
(a) the rapid change in business, technology, global communication, and in human value (p.
44), and (b) lost confidence in the ability of science and technology to solve problems, which
leads to the need for a more human perspective for problem solving. The human perspective that
can brought into to organizational development to address the fast-paced, ever-changing business
world is leadership.
Leskiw and Singh (2007) also note an increased need for leadership development in
organizations in order to deal with increasing difficulties in filling leadership vacancies with
qualified candidates externally due to anticipated skill shortages in North America and Europe
(p. 446). As the baby boomer generation reaches retirement age, the preferred age range (35-44)
for senior leadership positions will be much smaller. Once potential burnout of younger workers
is factored in, the candidate pool for leadership positions will be significantly reduced.
While the amount of literature available surrounding the concept of leadership is infinite,
little attention has been paid to understanding leader versus leadership development. Thus far,
most of the leadership literature focuses on the leader, traits of the leader, and effectiveness of the
leader (Olivares, 2008). In fact, many research studies describe leadership development as a
process in which an organization works to develop the leadership abilities of their executives,
which more accurately describes the concept of leader development (Dalakoura, 2010). For
example, review of Hackman and Johnsons (2004) approach to leadership development suggests
it be defined as, the expansion of a persons capacity to be effective in leadership roles and

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processes (p. 344). Clearly their definition is based on the development of an individual, which
is more indicative of concept of leader development. They arent alone, in fact, only more
recently have the differences between leader and leadership development been more clearly
defined.
Olivares (2008) explains that leader development focuses on the individual and seeks to
build intrapersonal competence, and the associated knowledge skills and abilities, and other
characteristics, that is, human capital (p. 531). In laymans terms, leader development focuses
on improving the leadership skills, style, and abilities of an individual leader. Leader
development uses individualized methods, like coaching or mentoring, with learning outcomes
that are more general and not well defined (McGurk, 2010).
On the other hand, leadership development should be defined more as planned efforts
intended to improve leadership quality within an organization (Popper & Lipshitz, 1993). This
process focus more holistically on leadership skills and abilities across an entire organization
instead of just amongst an individual in a formal leadership role. Houghton and DiLiello (2010)
define it further, as a process of expanding the capacity of individuals to assume leadership
roles and to engage effectively in the leadership processes (p. 233). Leadership development
can take place on a formal level, through specific training programs offered, or more informally,
with the help of coaching, mentoring, or networking (Houghton & DiLiello, 2010). It is
important to note that leadership development takes place over time and as a result of complex
interactions between the leader, the environment, and others involved (Olivares, 2008).
Effective leadership development recognizes that individual leader development is also
necessary, but not sufficient alone for an organizations success (Olivares, 2008). As Dalakoura
(2010) notes, leaders are responsible for building organizations in which people continuously

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expand their capacity to learn, to understand complexity, and to set the vision for the
organization (p. 432). Therefore, leaders should be looking not only to develop themselves, but
also all their subordinates for maximum success, productivity, and ingenuity. Dalakoura (2010)
reiterates this by stating, organizations that wish to survive and succeed in todays turbulent and
highly competitive business environment need to develop leadership at all levels (p. 432).
Because of the rapid advancements to technology, increased economic uncertainty, and
stronger global competitors, organizations are expected to make decisions quicker to stay
competitive (Dalakoura, 2010). Organizations are no longer able to operate in a traditional topdown hierarchy. In order to be most flexible, organizations have had to challenge the traditional
role of leader, flattening their organizational structure, and enhancing leadership across all levels
(Leskiw & Singh, 2007, Dalakoura, 2010). Jago (2012) suggests, Effective leadership exists
when members, at all levels in the organization, are making their maximum contribution and
carrying out responsibilities essential to the success of the enterprise (p. 26, as cited in Stogdill,
1948). He goes on to encourage organizations build flexible leadership grids so the role of the
leader can shift to address the needs of each unique situation faced (Jago, 2012).
Boaden (2006) says, The increasing body of evidence that leadership makes a difference
to organisational effectiveness has prompted those who commission and fund leadership
programmes, particularly within the public sector, to focus on organisational outcomes and
improvements as a tangible benefit from investment in such programmes (p. 6). There are
several approaches an organization can take in developing a strong leadership development
program. Boaden (2006) suggests leadership development include four areas, (a) skill-building,
(b) concepts that help identify the differences in leadership and management (c) teamwork
activities, and (d) opportunities to give and gain feedback on leadership skills. Popper and

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Lipshitz (1993) echoed these areas by recommending programs focus on enhancing self-efficacy,
or self-confidence in the individuals ability to lead effectively, developing awareness of how to
motivate others through review of various motivation theories, and enhancing leadership skills
like public speaking, leading meetings, providing feedback, etc. Hackman and Johnson (2004)
keeps it simple by suggesting leadership development include the basics of: (a) leadership
learning, through individual preparation, socializing company vision and values, and strategic
leadership initiatives, (b) leadership experience, and (c) developmental relationships.
Because organizations who see benefit in developing leadership across all levels are more
prepared for the current and future challenges that may face them, Leskiw and Singh (2007)
suggest those organizations have a certain passion for leadership development, have developed
an appropriate organization structure which supports it, and have strategically planned a
leadership program that will fit their goals. So what should organizations consider when
preparing to develop a leadership development program? Leskiw and Singh (2007) said, an
extensive review of the literature on best practices in organizations reveals six key areas of
importance: a thorough needs assessment, the selection of a suitable audience, the design of an
appropriate infrastructure to support the initiative, the design and implementation of an entire
learning system, an evaluation system, and corresponding actions to reward success and improve
on deficiencies (p. 446).
Leskiw and Singh (2007) encourage those organizational leaders looking to build a
successful leadership development program to first seek to develop clear objectives for their
program to ensure they link up with the overall business strategy of their organization. Next, they
need to identify the key elements of effective leaders that are missing in their organization to
ensure their program addresses these elements while supporting the future direction of the

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organization. Then, Cacioppe (1998) suggests, the experience, level, function, previous
management education, current challenges faced and demographic background of the potential
participants needs to be considered (p. 46). Leskiw and Singh (2007) recommend organizations
vary the level, position, and type of employee targeted with leadership development for most
success. Furthermore, ensuring the infrastructure of the organization will support leadership
development is key. Leskiw and Singh (2007) suggest, The essential infrastructure needed to
support these initiatives means leadership development is embedded in the culture and there is
ongoing support and involvement from senior management (p. 451). This type of organizational
culture likely fosters and recognizes both individual and collective development.
Next, the organization should determine how to best deliver their leadership development
program. Leskiw and Singh (2007) encourage the program be comprised of formal training, but
also action-learning that allows the opportunity for the new learning to be applied and improved.
Popper and Lipshitz (1993) noted six modes of learning that boast effectiveness: (a) use of
mentorship, (b) role learning, (c) learning by doing, (d) learning through validation, (e) learning
through exposure to various concepts, and (f) personal growth opportunities best identified
through feedback. When designing the program best suited for a specific organization, it is
important to ensure a balance in fulfilling the needs of the organization, the needs of those in the
program, and the needs of the team (Leskiw & Singh, 2007). Once delivered, the organization
needs to evaluate the programs effectiveness. A leadership development initiative that is
evaluated effectively would involve questions in terms of how effective the program is in
fulfilling the initial needs outlined in the assessment process wherein the program objective,
leadership characteristics, and the desired types of results expected were outlined and defined for
the organization (Leskiw & Sing, 2007, p. 457). Cacioppe (1998) suggest the evaluation

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includes review of the following: (a) reaction/satisfaction to the program, (b) learning/knowledge
gained by participants, (c) behavior changes and improvements seen, and (d) results achieved.
The last thing an organization should do after implementing their leadership development plan or
program is utilize the feedback received to improve on deficiencies and reward successes
(Leskiw & Singh, 2007).
The positive outcomes of a successful leadership development program can be endless.
Some of the best outcomes would include leadership development at all levels of the
organization. Dalakoura (2010) notes, If an organization has developed leadership at all levels,
then its people would act more like owners an entrepreneurs than just hired employees
(p.437). Employees positively view organizations who provide potential opportunities for all to
participate in leadership development and feel it communicates a sense of concern and care for
organizational members (Houghton & DiLiello, 2010). Employees also gain initiative to solve
problems, are more willing to experiment on solutions, and are all around more engaged in the
organization, including reading and understanding policy, participating in meetings, and voicing
ideas and concerns (Dalakoura, 2010). On an individual level, participating in a leadership
development program can help improve self-knowledge and self-worth, reshape mindsets,
experience action learning, and improve skills, abilities, and relationships (Cacioppe, 1998).
To improve the success of an organizations leadership development program outcomes,
Boaden (2006) suggests it be carried out over a period of time, but recognizes that time way from
the work place can pose its challenges. By viewing leadership development as a top priority,
organizations will likely be able to make the sacrifices necessary to achieve successful leadership
development. Vardiman, Houghton, and Jinkerson (2006) believe that by helping ensure the
organization is one with a leadership development culture, the outcomes of a program will

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hugely outweigh any investments or risks. Key characteristics of an ideal culture include, an
organizational learning orientation that seeks and shares new knowledge, the effective use of
measurement, assessment, and feedback in developing leaders, growing and retaining leadership
talent, sense-making or reflective learning; and the importance of leader developers, that is, those
who incorporate the development of others as a central work activity (Vardiman et al., 2006, p.
97). Lastly, the use of senior leaders in leadership development can provide immeasurable
benefits. Leskiw and Singh (2007) note, Senior leaders are able to provide the best insights into
the unwritten rules of the organization, help navigate employees around potential issues, and
provide encouragement (p.456).
CRITICAL THINKING
It appears to the author of this research there is significant benefit for organizations to
move beyond the point of developing only top leaders through the use of leader development.
The concept of leadership development extends beyond current leaders to not only help prepare
future leaders, but also to ensure there is leadership at all levels of an organization. Vardiman et
al. (2006) note, leadership development is often overlooked or undervalued as not being a
central success factor in organizational environments consumed with immediate short-term
results and focus on the bottom-line (p. 97). The author believes that organizations will no
longer be able to operate in the short-term if they hope to find themselves in a place of potential
success in the future.
With the fast-paced, ever-changing, quick decision needing culture of today,
organizations need to invest in creating employees who are able, at levels, to address the needs of
todays business climate. Sure, leadership development programs are time consuming to design
and implement and likely have added costs, but in the long run, these programs help the

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organization keep their eyes on the future. Leader development is too narrowly focused and
should that leader step away from the organization, the investment into that leader, in turn, is
lost. By creating a culture that embraces leadership development and program designed to
execute it, an organization positions themselves to achieve the previously unknown.
CONCLUSION AND IMPLICATIONS FOR PRACTICE
Because the author of this research focused primarily on the concept of leadership
development, the discussion on leader development was somewhat limited. The author
acknowledges that both individual leader and leadership development programs are likely the
greatest keys to success for future-minded organizations. Likewise, there is likely some crossover between leadership and management development programs, research the author did not
discuss. In order to address the question, What is the impact of an individuals personal
development to the leadership process?, the author focused narrowly on the topic of leadership
development, its definition, approaches to, outcomes of, and ways organizations can improve
their outcomes.
In conclusion, todays companies are realizing that in order stay competitive in new and
ever-changing markets, leadership is necessary at all levels of their organization. In order to
address the need for quick fixes, solutions, and decisions, a leadership development program is
necessary to develop skilled leaders who can address these newfound needs. While leader
development programs pose benefit to the individuals within an organization, the benefits are not
far reaching enough. By creating a culture that supports leadership development and
implementing an effective leadership development program, organizations will find themselves
in the best position for success today, tomorrow, and in the future.

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