The DOI matches its Crossref record.
Leadership Development in Balance
Abstract
This book, written by a leading scholar in leadership, takes readers through a very realistic look at what it takes to develop leadership competencies. Focusing on four major goals, this text:*provides the reader with a broader and deeper understanding of what constitutes authentic leadership development;*challenges a very basic notion that leaders are born versus made;*talks about the elements that comprise leadership development so readers are informed to ask the many providers of leadership development the right questions; and*develops full leadership potential.There are numerous case examples used throughout the book: high-tech executives, community leaders, correctional service supervisors, bank managers in Canada, and platoon commanders in Israel. Each example is used as a general basis for discussing how people develop their leadership potential, and as models of training and evaluation.Leadership Development in Balance: MADE/Born is intended for graduate or undergraduate students of leadership, project managers, supervisors, senior executives, school principles, health care officers, or legislators.
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ALD theory differs from transformational leadership theory in that the leader may not actively set out to transform the follower into a leader, but may do so simply by being a role model for followers.
“Where ALD theory may differ from say transformational leadership theory (Avolio, 2005; Bass, 1985), is that the leader may not actively set out to transform the follower into a leader, but may do so simply by being role model for followers.”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Avolio, 2005
Authentic leadership development involves ongoing processes whereby leaders and followers gain self-awareness and establish open, transparent, trusting and genuine relationships, which in part may be shaped and impacted by planned interventions such as training.
“To the contrary, authentic leadership development involves ongoing processes whereby leaders and followers gain self-awareness and establish open, transparent, trusting and genuine relationships, which in part may be shaped and impacted by planned interventions such as training (Avolio, 2005).”
From Authentic leadership development: Getting to the root of positive forms of leadership (2005) · cites this paper as Avolio, 2005
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Authentic leadership development: Getting to the root of positive forms of leadership
Avolio, B. J., & Gardner, W. L. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.001 · Cited by 5,478
Self-citation
Metadata
- Authors
- Avolio, B. J.
- Corresponding author
- Avolio, Bruce J.
- ORCID
- Avolio, Bruce J.
- Venue
- Psychology Press eBooks
- Publisher
- Psychology Press
- Published
- 2005-01-15
- OpenAlex
- W4254487297
- Cited by
- 162
- References
- 0
- Citations by year
- 2026: 6 · 2025: 2 · 2024: 3 · 2023: 6 · 2022: 9 · 2021: 14 · 2020: 8 · 2019: 10 · 2018: 7 · 2017: 14 · 2016: 11 · 2015: 7 · 2014: 10 · 2013: 7 · 2012: 10
- FWCI
- 4.98
- Type
- book
- Language
- en
- Open access
- closed
- Locations
- Psychology Press eBooks (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Psychology › Developmental and Educational Psychology › Ego Development and Educational Practices
- Social Sciences › Psychology › Applied Psychology › Human Resource Development and Performance Evaluation
- Keywords
- leadership development, leadership skills, authentic leadership, nature versus nurture, leadership training, leadership assessment, leadership potential
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