Developing tomorrow's leaders: why their worldviews of today matter?

摘要

Purpose - This paper aims to explore the relationship between the worldviews of leaders and their corresponding leadership styles. It also proposes a leadership development framework integrating training strategies and pertinent leadership skills. Design/methodology/approach - The paper proposes a modeling of seven leader types and illustrates the predominant worldview of each leader type. Separately, a modeling of six distinct leadership skills is used to distil the strengths and weaknesses of each leader type, from which specific training implications are discussed. Findings - First, autocratic and bureaucratic leaders tend to adopt a negative worldview which impinges on their level of power and influence. Second, charismatic and visionary leaders are well-equipped with instrumental and creative imagination skills, reflecting their collaborative, global and transformative worldview. Third, both enabling and servant leaders display a quieter persona in terms of assertiveness, as they believe action speaks louder than words. They are highly consultative and participatory in their management approach. Practical implications - CEOs and HRD professionals may now be able to assess their leaders' worldviews and match these with their leadership styles to design appropriate training programs for leadership development. A number of practical suggestions presented in this paper will provide pointers for training implementation. Originality/value - The value of this paper lies in examining the root of a leader's attitude and behavior, that is, to focus on his/her worldview. The author's point of view is that a strategic leadership development program should first allow leaders to experience a variety of worldviews through simulation and other techniques, which will in turn influence the way they think and act.