Moving the Needle: What We Know (and Don’t) About Developing Leaders examines 34 popular and cutting-edge instructional strategies that educators and trainers have employed to help others develop the capacity to lead. Some strategies have been popular for decades—such as student group projects—while others are just now emerging—such as using generative artificial intelligence. The book is designed to be imminently practical. Each chapter describes a different strategy for development, and includes illustrations of the strategy “in action,” examines the state of empirical evidence suggesting what scholars know about the strategy’s effectiveness, and provides resources for where readers can learn more. For strategies with a shallower pool of evidence, the chapter provides suggestions for a future research agenda targeted at scholars interested in researching the methods and outcomes related to each strategy.
Moving the Needle: What We Know (and Don’t) About Developing Leaders examines 34 popular and cutting-edge instructional strategies that educators and trainers have employed to help others develop the capacity to lead.
Chapter
1. Action Learning; Ronald J. Mickler Jr
Chapter
2. Artificial Intelligence and Leader Development; Gary Lloyd
Chapter
3. Using Assessment Centers for Leader Development and Assessment;
Ronald E. Riggio, Rick Jacobs, and Greg Loviscky
Chapter
4. Case-in-Point Methodology; Scott J. Allen
Chapter
5. Coaching for Leader Development; John Weng
Chapter
6. Creating Art for Leadership Development; Risako (Lisa) Watanabe
and Ryosuke (Reo) Watanabe
Chapter
7. Debriefing; Summer F. Odom and Lori L. Moore
Chapter
8. Feedback and Peer-Feedback; Lisa Endersby and Matthew Dunleavy
Chapter
9. Checkmate or Chance: Games as a Strategy for Leader Development;
Joe Lasley
Chapter
10. Gamification and Leader Development; Karen (Kat) Schrier
Chapter
11. Discussion as Leadership Pedagogy; Daniel M. Jenkins
Chapter
12. Group Projects; Jessica Ramirez, Onyedikachi Ekwerike, and Kerry
L. Priest
Chapter
13. Tell Me How You Really Feel: Utilizing Intergroup Dialogue
Principles and Practices to Develop Authentic Leaders and Organizations;
Grant R. Jackson and Elizabeth J. Darger
Chapter
14. Improv as a Tool for Leader Development; Jessica Hill and Corey
Seemiller
Chapter
15. Leading to Win: The Role of Inter-Group and Intra-Group
Competition in Leadership Education; Lisa K. J. Kuron
Chapter
16. International Immersion Initiatives for Student Leader
Development; Tara Grey Coste and Heinz Neethling
Chapter
17. Learning by Listening; Alexandra K. Perry and Jason D. Nulton
Chapter
18. Mentoring: An Evidence-Based Approach to Leader Development;
Robert J. Chico, Sophia R. Thomas, Tejal Wagadia, and S. R. Aurora (also
known as Mai P. Trinh)
Chapter
19. Using Microexperiences to Develop Leaders Faster; Jimmy Parker
Chapter
20. Cultivating Strategic and Meaningful Relationships With Senior
Leaders by Leveraging Networking Opportunities; Amy McGinnis and Eric
Buschlen
Chapter
21. Leadership and Outdoor Education; Rich Whitney and Brittany
Applen
Chapter
22. Peer Mentoring for Leader Development; Hannah M. Sunderman and
Bolanle Adebayo
Chapter
23. Leader Performance Assessment; Lori M. Throupe and Abby Haney
Chapter
24. Performance-Based Learning: Gaining Competency Through Practice;
Sadhana Warty Hall and Amy Elliott
Chapter
25. Problem-Based Learning; Marianne Roux
Chapter
26. The Process and Power of Reflection; Melissa L. Rocco
Chapter
27. Student Research Teams; Julie E. Owen
Chapter
28. Role-Play as a Strategy for Leader Development; Dami Alegbeleye
and Trisha Teig
Chapter
29. Assessments and Instruments; Ralph A. Gigliotti and Marcy Levy
Shankman
Chapter
30. Service-Learning; Rian Satterwhite
Chapter
31. Simulations for Leader Development; Lacey Grey H. Hunter
Chapter
32. Student Organization Involvement; Paige Haber-Curran
Chapter
33. 360-Degree and Multi-Rater Feedback; Stephanie A. Van Dellen,
Jeff Bourgeois, and Gordon B. Schmidt
Chapter
34. Vision Statements and Personal Development Plans as Tools in
Leader Development; Darren E. Pierre and Lauren Bullock
David M. Rosch currently serves as an associate professor in the agricultural leadership, education, and communications program at the University of Illinois at UrbanaChampaign, USA.
Scott J. Allen is an award-winning educator passionate about working with people at all levels and across industries. He serves as an instructor in SMUs Cox School of Business Executive Education, USA, and spent more than 18 years as a professor of management.
Daniel M. Jenkins serves as a professor of leadership and organizational studies at the University of Southern Maine, USA.
