Table of Contents

Self-Management and Leadership Development

Self-Management and Leadership Development

New Horizons in Management series

Edited by Mitchell G. Rothstein and Ronald J. Burke

Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges.

Chapter 2: Inspiring the Development of Emotional, Social and Cognitive Intelligence Competencies in Managers

Richard E. Boyatzis, Tony Lingham and Angela Passarelli

Subjects: business and management, business leadership, organisational behaviour, politics and public policy, leadership


Richard E. Boyatzis, Tony Lingham and Angela Passarelli Leadership educators must ask themselves two fundamental questions when designing developmental programs. First, what competencies make leaders effective (that is, what do we want our students to learn)? Second, how can we inspire students to develop them? Successful leadership development courses in management education need to address these two questions in a way that promotes shared responsibility between educators and students. Such courses need to be designed around theoretical frameworks that lead to meaningful and sustained adult change and development. The first segment of this chapter discusses the competencies that distinguish outstanding leaders from average leaders, managers and professionals – answering the what question above. Intentional Change Theory (ICT) is explained in the second segment, as the central theoretical framework to inspire self-development in MBAs through the Leadership Assessment and Development Course (LEAD). Specific examples of how these competencies are developed within the MBA program are then described. In the third segment, results from 22 years of longitudinal assessment of learning outcomes related to competency development in a full-time MBA program show that MBAs can change in ways that are essential to effective leadership and management. COMPETENCIES AS THE FOCUS OF SELF-MANAGED DEVELOPMENT It could be said that developing human talent breaks down into three categories: acquiring knowledge, learning to use that knowledge effectively, and 62 Inspiring the development of emotional, social and cognitive intelligence 63 discovering why one is driven to use one’s knowledge and competencies. Leaders on a journey of self-development...

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