Title: Models of leadership development: a conceptual framework linking theory to strategic practice

Authors: Gail F. Latta

Addresses: Department of Leadership Studies & HRD, College of Professional Sciences, Xavier University, Cincinnati, OH 45207-3211, USA

Abstract: Developing leadership capacity is a complex, multifaceted process. Models provide valuable tools for understanding and navigating these intricate developmental trajectories. The existence of multiple models of leadership development presents challenges for HR professionals seeking to design effective interventions targeting specific developmental needs of leaders and the organisations they serve. Models provide a missing link between leadership theory and developmental techniques, but have been omitted from strategy discussions. This comparative analysis identifies theoretical and operational distinctions among strategic models of leadership development, highlighting the utility of each for practitioners, scholars and educators. A models of leadership development framework (MoLD) is introduced, along with guidelines to promote the selection of appropriate models for enhancing leadership capacity among individuals, groups and organisations. Implications are explored with particular attention to facilitating effective practice, educating development professionals and identifying the empirical evidence needed to enhance existing models and address conceptual gaps highlighted by this analysis.

Keywords: leadership development; leadership capacity; human resource development; organisational development; conceptual models; theoretical analysis; comparative framework; adult development; leadership education; development professionals.

DOI: 10.1504/IJHRDM.2019.104342

International Journal of Human Resources Development and Management, 2019 Vol.19 No.4, pp.367 - 390

Received: 12 Jun 2017
Accepted: 04 Jun 2018
Published online: 06 Jan 2020 *

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