The Impact of an International Aviation Leadership Development Program on Organizational Effectiveness

Abstract

Verbatim from Embry-Riddle Scholarly Commons. Not paraphrased, not summarized.

Leadership development is critical for organizational progress. Leaders who are strong in operations and talent management maximization are a strength to organizational effectiveness (Andenoro et al., 2015). An organization's leadership performance can be a differentiator in competitive advantages for the firm and used to leverage employee productivity (Gentry et al., 2014; Kark, 2011, Van Velsor et al., 2010). There is an urge for more of an emphasis on developing systemic leadership, observing the importance of looking at not only development of the individual leader but also the collective leadership capacity among all employees to address the increasing complexities and needs of today’s organizations (Petrie, 2011; Van Velsor et al., 2010). An aviation leadership program was explored to measure the influence on organizational effectiveness and performance for airlines in Brazil. This study explored how the aviation leadership program was perceived by airline leaders to have impacted organizational effectiveness and performance. This study stands apart from previous studies regarding the impact of leadership development programs (LDP) on organizations, as it focuses on organizational effectiveness and performance including common language proficiency. The majority of the previous studies were at a single organization, analyzing a LDPs influence on that specific single organization. In this study, several organizations participated in the same LDP and were analyzed for the LDP’s impact on organizational effectiveness. The findings from this study help inform aviation organizations on how to build organizational capacity through leadership development programs as well as furthering research in aviation leadership and value of leadership development to organizations. References: Andenoro, A.C., McNutt, M., & Murphy, S.E. (2015). Leadershp 2050. Critical challenge, ke contexts, and emerging trends. Bingley, UK: Emerald Group Publishing Limited. Gentry, W. A., Eckert, R. H., Munusamy, V. P., Stawiski, S. A., & Martin, J. L. (2014). The needs of participants in leadership development programs: A qualitative and quantitative cross-country investigation. Journal of Leadership & Organizational Studies, 21(1), 83-101. Kark, R. (2011). Games managers play: Play as a form of leadership development. Academy of Management Learning & Education, 10(3), 507-527. Petrie, N. (2011). Future trends in leadership development. Center for Creative Leadership white paper, 5(5). Van Velsor, E., McCauley, C. D., & Ruderman, M. N. (Eds.). (2010). The center for creative leadership handbook of leadership development (Vol. 122). John Wiley & Sons.

Authors

• Douglas, Stephanie, Ph.D. Embry-Riddle Aeronautical University
• Merritt, Daisha M., Ph.D. Embry-Riddle Aeronautical University
• Roberts, Robin, D.Mgt. Embry-Riddle Aeronautical University

Keywords

• Leadership Development
• Organizational Effectiveness
• Organizational Performance
• Aviation Leadership
• Business Administration, Management, and Operations
• International Business
• Organizational Behavior and Theory
• Training and Development