Three quarters of organisations in the UK are experiencing a leadership skills deficit, according to a recent survey by the Chartered Institute of Personnel and Development (CIPD). The results suggest that the concept of ‘leadership’ needs to be revisited as the deficit is in light of high abundance and accessibility to leadership programmes. Nonetheless, leadership is a fluid concept as well as one that has many perspectives. This research has investigated leadership from various perspectives and at a number of levels; the micro-processes (i.e. action) of leaders, the view of followers and their perception of effective leadership and the role of leadership in predicting learning. The findings are important for all leaders to consider in improving organisational performance that leads to the UK’s competitiveness.
References to the research:
Li, Z., Gupta, Loon, M. and Casimir, G. (under review), Emotional intelligence and combinative aspects of leadership styles.
Curtis, R., Williams, S. and Loon, M. (forthcoming conference paper) A study of Implicit Leadership Theories among Business & Management Undergraduate students. 15th International Conference on Human Development Research and Practice across Europe: HRD: Reflecting upon the past, Shaping the Future. Edinburgh, 2014.
Loon, M., Lim, Y., Lee, T. H., and Tam, C. L. (2012), Transformational leadership and job-related learning. Management Research Review, Vol. 35, Iss. 3/ 4, pp. 192 - 205.