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Warr Dissertation Final 032318.pdf (2.25 MB)

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THE PROFESSIONAL DEVELOPMENT MINDSET: A KEY INGREDIENT IN THE DEVELOPMENT OF LEADERS

Warr, Dartanian, Warr
http://orcid.org/0000-0002-9055-0852
http://rave.ohiolink.edu/etdc/view?acc_num=case15227478737613

Abstract Details

2018, Doctor of Philosophy, Case Western Reserve University, Management.
Who doesn’t want an extraordinary leader working for them? Who doesn’t want to work for an extraordinary leader? Chief executives to directors are constantly searching for the next generation of leaders and invest billions into those they perceive as “high potentials” only to lament later in board meetings about the dearth of talent. So, what’s going on? This research looked at what senior leaders do to help the development process through the lens of emotional and social intelligence and relational climate. Our journey led to a new concept called the Professional Development Mindset which is focused on chief executives and their overt support and active participation in the development of the leaders in their companies. This research was based on a mixed-method approach combining findings from three studies: an initial qualitative study based on interviews with 32 senior leaders ranging from chief executives to directors from a cross section of industries; a survey-based quantitative study with 211 respondents consisting of chief executives to senior managers from a cross section of industries; and a third quantitative study which was an extension of the second which moved from self-report data to dyadic data gathered from 104 senior leaders ranging from chief executive to directors and one of the senior leader’s direct reports. The overall findings suggest that senior leader’s professional development mindset and the creation of a shared vision are key antecedents in their attempt to create a cadre of leaders able to help their companies flourish in the 21st century as measured by financial performance, work engagement and leader effectiveness. In particular, both shared vision and relational energy, subsets of relational climate proved to be key components which when coupled with professional development mindset drives improvement in key business outcomes. This new mindset focuses on what senior leaders do to create development opportunities for subordinates and making sure there is a positive environment for subordinates to flourish in before during and after development opportunities.
Richard Boyatzis, Dr. (Committee Chair)
Phillip Cola, Dr. (Committee Member)
Shannon French, Dr. (Committee Member)
Melvin Smith, dr. (Committee Member)
196 p.
Management; Organizational Behavior
Professional development, mindset, shared vision, relational energy, emotional and social intelligence, intentional change, financial performance, work engagement, leader effectiveness

Recommended Citations

Citations

  • Warr, Warr, D. (2018). THE PROFESSIONAL DEVELOPMENT MINDSET: A KEY INGREDIENT IN THE DEVELOPMENT OF LEADERS [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=case15227478737613

    APA Style (7th edition)

  • Warr, Warr, Dartanian. THE PROFESSIONAL DEVELOPMENT MINDSET: A KEY INGREDIENT IN THE DEVELOPMENT OF LEADERS. 2018. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=case15227478737613.

    MLA Style (8th edition)

  • Warr, Warr, Dartanian. "THE PROFESSIONAL DEVELOPMENT MINDSET: A KEY INGREDIENT IN THE DEVELOPMENT OF LEADERS." Doctoral dissertation, Case Western Reserve University, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=case15227478737613

    Chicago Manual of Style (17th edition)

case15227478737613
824
© 2018, all rights reserved.
This open access ETD is published by Case Western Reserve University School of Graduate Studies and OhioLINK.