Running head: LEADERSHIP DEVELOPMENT
Leadership Development
LEADERSHIP DEVELOPMENT 2
LEADERSHIP DEVELOPMENT 3
Abstract
Managerial skills are crucial and must be applied in the appropriate method by managers at all
levels. Managerial skills that are developed and learned over the course of a career are what
differentiates managers from employees. A manager’s successful application of these skills
provide the validity and trust from the organization that result in positive organizational work
behaviors and organizational success. This literature review first identifies what managerial
skills are important. Second, it discusses how a manager must continue to develop managerial
skills for successful career progression. Third, it demonstrates the importance of managers
developing subordinate managers to enhance the organization and nurture the learning of future
organizational leaders. Finally, it lists how the work contributes to ongoing research, its
strengths, weaknesses, and areas that might be absent for future research.
Keywords: Managerial skills, developing skills, developing subordinates.
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Leadership Development
Basiony, B. (2018). Management development strategy for developing nurse intern's managerial
skills. Academy of Strategic Management Journal, 17(5). Retrieved April 10, 2019, from
http://go.galegroup.com.ezproxy.liberty.edu/ps/i.do?p=AONE&u=vic_liberty&id=GALE|
A566559735&v=2.1&it=r&sid=summon
This article demonstrates why developing interns’ managerial skills is crucial to increasing their
confidence and satisfaction in an organization. The research looks at developing managerial
skills of nurse interns by the application of management development strategies by assessing
knowledge regarding management, assessing managerial skills, implementing strategies for
developing managerial skills, and measuring the effect of management development strategies on
managerial skills. The research is clear and the academic evaluation of the work and the author
has been supported over time. This research is important to the literature review because it
provides a thorough example and discussion of how leaders develop and evaluate subordinates
based on their ability to adapt to the goals, structure, and culture of the organization in response
to change. Although the work is limited in that it narrowly focuses on the medical field, the
broad underlying principles still have relevance in the application of developing managers in all
organizations.
Becker, K., & Bish, A. (2017). Management development experiences and expectations: Informal vs
formal learning. Education Training, 59(6), 565-578. Retrieved April 10, 2019, from
https://www-emeraldinsight-com.ezproxy.liberty.edu/doi/full/10.1108/ET-08-2016-0134.
LEADERSHIP DEVELOPMENT 5
This article articulates the growing trend of organizations shifting their investment from formal
education and training, to more informal approaches to learning such as mentoring, temporary
assignments, stretch assignments, and job rotation. The research is clear and the academic
evaluation of the work and authors is supportive. The source nests within the essential
managerial skills section of the literature review and is helpful in demonstrating the different
organizational views on formal and informal education while also highlighting the pros and cons
of each style. This source clearly demonstrates the fact that in order to build an effective
development approach for managers, it is important to consider the vast array of development
methods available, and how they can be used effectively to develop long term management
capabilities at all levels.
Bhanugopan, R., Wang, Y., Lockhart, P., & Farrell, M. (2017). Managerial skills shortages and the
impending effects of organizational characteristics. Personnel Review, 46(8), 1689-1716.
Retrieved April 10, 2019, from https://www-emeraldinsight-
com.ezproxy.liberty.edu/doi/full/10.1108/PR-04-2016-0093.
This article examines how organizations all over the world are affected by skill shortages across
a wide range of occupational fields and the far-reaching impacts that skill shortages have on
organizations. This information is valuable to my research as it provides critical data for
supporting internal retention, training, and development of managers. The research is clear and
the academic evaluation of the authors and their work is supportive. While the research focused
on China, the foundational practices are applicable to any organization. Even with its limited
geographic scope, the idea that skilled managers will perform better as they are more capable of
discovering and exploiting business opportunities and allocating resources remains at the core of
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leader development. This research applies in understanding the best methods for developing
essential managerial skills.
Bharwani, S., & Talib, P. (2017). Competencies of hotel general managers: A conceptual
framework. International Journal of Contemporary Hospitality Management,29(1), 393-418.
Retrieved April 12, 2019, from https://www-emeraldinsight-
com.ezproxy.liberty.edu/doi/full/10.1108/IJCHM-09-2015-0448.
This article proposes a leadership competency model for hospitality organizations. The
framework the author provides a potential common standard to ensure consistency, transparency
and fairness in talent identification, performance management, and developmental opportunities.
While this article focuses on managers in the hotel industry, the competencies and skills they
identify as important for successful management are valid across many industries. The research
is clear and the academic evaluation of the work and authors is supportive. This work clarifies
the importance of conceptual skills in my literature review by highlighting how organizations
and industries so connected, a manager at the operational level must have the ability to think and
operate at the strategic level. Managers must develop cognitive competencies, which play a
crucial role in strategically responding to complexities and challenges of the operating
environment.
Deschamps, C., & Mattijs, J. (2017). Sustainable goal setting: A large-scale case in management
practice. International Journal of Productivity and Performance Management, 66(8), 1087-1104.
LEADERSHIP DEVELOPMENT 7
Retrieved April 10, 2019, from https://www-emeraldinsight-
com.ezproxy.liberty.edu/doi/full/10.1108/IJPPM-05-2016-0100.
This article evaluates some of the challenges and opportunities managers have when trying to
implement organizational goals. The key take away used in the literature review is that long-
term gains in productivity are not always the direct product of goal setting; the close relationship
between goals and productivity illustrates the motivational potential of communicable targets and
close feedback that led to a culture of performance within the organization. The research is clear
and the academic evaluation of the authors and work is supportive. The source is helpful
because it illustrates how goals are an excellent tool to create a dynamic workforce that can
reliably respond to external pressures with adequate efforts; and as a result, a manager has
workers who push themselves because they feel it is needed, not just because it is required.
Holmberg, R., Larsson, M., & Bäckström, M. (2016). Developing leadership skills and resilience in
turbulent times: A quasi-experimental evaluation study. Journal of Management Development,
35(2), 154-169. Retrieved April 10, 2019, from https://www-emeraldinsight-
com.ezproxy.liberty.edu/doi/full/10.1108/JMD-09-2014-0093.
This article assesses the validity of a leadership program by measuring participant’s leadership
self-efficacy, political skills (PS) and resilience in the form of indicators of health and well-
being. These measurables are helpful in my literature review since it demonstrates the positive
results of leader training programs for managers who have roles in turbulent organizations. The
academic evaluation of the work and authors is supportive and the research is clear. While this
LEADERSHIP DEVELOPMENT 8
study is limited in the fact that it focuses solely on turbulent organizations, the topic is helpful
since all organizations will go through periods of turbulence in which managers will be required
to make decisions. This research will help develop the understanding of the criticality of leader
development programs and the role they play in preparing managers to handle turbulent
situations.
Ismail, A., Zainol, A., & Ahmad, N. (2017). The administration of leadership training programs
enhance the trainees’ motivation to learn. Scientific Journal of Logistics, 13(4), 465-477.
Retrieved April 10, 2019, from https://search-proquest-
com.ezproxy.liberty.edu/docview/1953150741?pq-origsite=summon.
This article clearly articulates that within a leader training plan model, many researchers think
that course content, instructor’s role, and trainees’ motivation to learn have different meanings,
but in fact, they are strongly interrelated concepts. The research is clear and the academic
evaluation of the authors and work is supportive. The source concepts discussed in the article
demonstrate the importance of leader training programs and are helpful in providing context to
that theory in the literature review. The research provides useful information on the topic by
empirically showing how managers who ensure that the programs are designed and taught
correctly will increase the likelihood that managers at all levels will have a desire to learn;
resulting in higher quality managers with increased self-efficacy as well as increased
organizational success.
Latham, G. P. (2016). Goal setting: A possible theoretical framework for examining the effect of
priming goals on organizational behavior. Current Opinion in Psychology, 12, 85-88. Retrieved
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April 10, 2019, from https://www-sciencedirect-
com.ezproxy.liberty.edu/science/article/pii/S2352250X16300914.
This article focuses on how to establish goals for an organization specifically through Goal
Setting Theory (GST). This theory states that managers who use specific and challenging goal
leads to higher performance than using a specific easy goal, ambiguous goals, or not providing
any organizational goals at all. The author’s research is clear, and the current academic
evaluation of the work and author is supportive. This work establishes the differences between a
performance goal where the focus is on a desired outcome and a learning goal where the focus is
on developing a strategy, process, or procedure for increasing performance. Understanding how
to establish organizational goals as a manager is a critical function that enhances individual and
group performance. This source is beneficial in the goal setting section of the literature review
because it highlights how performance is a function of motivation and ability. If an employee
already has the required skills and knowledge to be competitive, a performance goal is
appropriate. If the employee is motivated but lacks some skills, developing learning goals is
appropriate.
Laud, R., Arevalo, J., & Johnson, M. (2015). The changing nature of managerial skills, mindsets and
roles: Advancing theory and relevancy for contemporary managers. Journal of Management &
Organization, 22(04), 435-456. Retrieved April 10, 2019, from https://search-proquest-
com.ezproxy.liberty.edu/docview/1798653452?pq-origsite=summon.
LEADERSHIP DEVELOPMENT 10
This article challenges the concept that expert knowledge is enough for continued promotion.
Through precise research, the author identifies how managerial roles have changed significantly
over the past half century through deemphasizing the more authoritative director role to one of
team player, partner, and joint owner. The author’s research is clear, and the current academic
evaluation of the author’s and their work is supportive. The article demonstrates how successful
managerial practices require a combination of five skills that include technical, interpersonal,
conceptual, diagnostic, and political. This source is a critical component of the literature review
because it masterfully outlines modern requirements for determining essential managerial skills.
Maslyn, J. M., Schyns, B., & Farmer, S. M. (2017). Attachment style and leader-member
exchange. Leadership & Organization Development Journal, 38(3), 450-462. Retrieved April 10,
2019, from https://www-emeraldinsight-com.ezproxy.liberty.edu/doi/full/10.1108/LODJ-01-
2016-0023.
This article studies the various concepts that have developed in relation to Leader-Member
Exchange (LMX). Specifically, it examines the three psychological attachment styles of secure,
anxious, and avoidant and how they relate to developing a positive LMX. The author’s research
is clear, and the current academic evaluation of the work is supportive. The effects of attachment
style on quantity of effort required to develop leader member relationships reveal that
subordinate attachment styles may affect the subordinates’ capacity for developing positive
relationships. The critical component for the literature review is that in the building relationships
process, managers who develop subordinates for future managerial roles may need to
purposively deviate from typical LMX development methods in order to create a more favorable
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environment for developing quality relationships with subordinates of different attachment
styles.
Minh, N. V., Badir, Y. F., Quang, N. N., & Afsar, B. (2017). The impact of leaders’ technical
competence on employees’ innovation and learning. Journal of Engineering and Technology
Management, 44, 44-57. Retrieved April 10, 2019, from https://www-sciencedirect-
com.ezproxy.liberty.edu/science/article/pii/S0923474817301133.
This article details the positive managerial results of attaining competency in technical skills.
The author’s research demonstrates that leaders’ technical competence has positive relationships
with the subordinates’ innovative and learning work behavior. Moreover, learning work behavior
has a partial mediating effect on the relationship between the leaders’ technical competence and
the subordinates’ innovative work behavior. The research is clear, and the current academic
evaluation of the work is supportive. This research is important to my literature review since it
focuses on a different quality of leadership that has received little attention from other
researchers. This author validates the concept that leaders with high technical competence,
through interaction with their subordinates and their technical skill competency, may increase
subordinates’ developmental readiness, and increase learning ability.
Park, H. H., & Faerman, S. (2018). Becoming a Manager: Learning the Importance of Emotional
and Social Competence in Managerial Transitions. The American Review of Public
Administration, 49(1), 98-115. Retrieved April 10, 2019, from https://journals-sagepub-
com.ezproxy.liberty.edu/doi/full/10.1177/0275074018785448?
utm_source=summon&utm_medium=discovery-provider.
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This article explores how newly promoted managers develop emotional and social competencies
to understand their and others’ emotions and then use this understanding for personal growth and
in their interactions with others. The author’s research is clear, and the current academic
evaluation of the work is supportive. The findings are helpful to the literature review since it
proposes that managers undergo a developmental progression of role exit, movement, and role
entry as they make the shift from individual contributor to managers. Grounded on these
findings, this study maintains that organizations should help managers recognize the emotional
aspects of managerial transitions in developing their selection and training practices.
Ram, J., & Ronggui, D. (2018). Research and development projects. International Journal of
Managing Projects in Business,11(4), 913-934. Retrieved April 12, 2019, from https://www-
emeraldinsight-com.ezproxy.liberty.edu/doi/full/10.1108/IJMPB-03-2017-0032.
This article studies the Leadership behavior of R&D project managers (RDPMs) and developing
tailored strategies and criteria for selecting people with right skills and behaviors. The research
indicates that managers should demonstrate behaviors including creativity, reasoning and
learning; risks and failure acceptance; analytical and originality attributes; and realistic and
objective approaches. While the study has not been extensively researched, the author’s research
is clear, and the current academic evaluation of the work is supportive. Though the scope of
study is limited to R&D project managers, the behaviors related to conceptual skills provides the
context required for the literature review. This article is helpful in highlighting the importance of
conceptual skills in conjunction with human and technical skills.
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Ratiu, L., David, O. A., & Baban, A. (2015). Developing Managerial Skills Through Coaching:
Efficacy of a Cognitive-Behavioral Coaching Program. Journal of Rational-Emotive &
Cognitive-Behavior Therapy, 35(1), 88-110. Retrieved April 10, 2019, from https://link-springer-
com.ezproxy.liberty.edu/article/10.1007/s10942-015-0225-8.
This article researched how managerial coaching can help enhance the abilities of subordinate
managers by empirically investigating the effects of a cognitive-behavioral coaching program
over mid-level managers. Findings suggest that coaching, as a professional development
method, has great potential to contribute to the managerial behaviors that facilitate development
at subordinate level. The author’s research is clear, and the current academic evaluation of the
work is supportive. This research is imperative to the literature review since the knowledge can
be informative for practitioners in developing effective managers and leaders, and understanding
and managing employee attitudes and behaviors in organizations.
Tucker, E. (2017). Engaging employees: Three critical roles for managers. Strategic HR Review,
16(3), 107-111. Retrieved April 10, 2019, from https://www-emeraldinsight-
com.ezproxy.liberty.edu/doi/full/10.1108/SHR-03-2017-0018.
This article clearly articulates the specific actions managers can take to remove barriers to
employee engagement. The author identifies that many managers seek to increase employee
engagement by spending on benefits such as on-site spas, catered lunches, and paid house-
cleaning services. The finding shows how these benefits do not actually ensure long-term
employee engagement. It is far more beneficial for managers to focus on practical solutions to
LEADERSHIP DEVELOPMENT 14
many of the persistent drains on employee engagement. The author’s research is clear, and the
current academic evaluation of the work is supportive. This work is important because it
demonstrates how employees desire a manager who possesses strong human skills. These
managers with strong human skills are capable of serving as change agents for their
organizations.
Weber, J. (2015). Discovering the Millennials’ Personal Values Orientation. Proceedings of the
International Association for Business and Society, 26, 39-50. Retrieved April 10, 2019, from
https://search-proquest-com.ezproxy.liberty.edu/docview/1913622556?pq-origsite=summon.
This article focuses on the shifting values individuals have based on generational differences.
The author argues that managers need to have a good understanding of how individual values
and are formed by upbringing and life’s experiences and influence an individuals’ cognitive
processes, decisions, and behavior. Many of these values shift depending on generational events.
The author’s research is clear, and the current academic evaluation of the work is supportive.
This work is important to my literature review since it demonstrates how millennials are more
self-focused and less other focused, emphasize competency skills, and place more worth on
moral values than managers from the 1980s or 2010s. These human skills are critical for today’s
managers.
Wolfson, L., Lewandowski, A., Bonnell, J., Frankenberger, J., Sleeper, F., & Latimore, J. (2015).
Developing Capacity for Local Watershed Management: Essential Leadership Skills and
Training Approaches. Journal of Contemporary Water Research & Education, 156(1), 86-97.
Retrieved April 10, 2019, from
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http://web.b.ebscohost.com.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?
vid=1&sid=355485e8-5488-4281-a6ca-9e1bd1dba8a5@sessionmgr101
This article examines watershed group leaders and what core proficiencies they needed, how
existing programs have approached professional training, and what effective methods are used
for delivering training. While this research is limited to managers in the natural sciences, it’s
demonstration of considerations for learning methods applies to all management fields. The
authors work is valid and has been upheld by academic evaluation. This article is important to
my literature review since it validates the importance of continued academic progression as a
manager.
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1. Introduction
1. Managers at all levels are successful if they possess skill sets that enable them to
provide purpose, motivation, and direction to their organizations. The three specific
categorizes of critical skills for managers are technical, human, and conceptual.
Managers must also be able to capitalize on these strengths and mitigate weaknesses
through continued education. Finally, managers must focus on developing junior
managers to ensure the organization is set on a glidepath that allows for meeting
milestones of leader development. This development ensures the organization does
not suffer from a lack of skilled managers at the operational and strategic level in the
future.
2. The major research themes and trends in the field of leadership development clearly
indicate that managers who are successful portray specific skills. While much of the
research does not focus on a specific managerial echelon, it does capture the specific
characteristics and traits that are universal at all echelons of management.
2. Determining Necessary Managerial Skills
1. To be effective in today’s market, managers must possess specific skills. Managers
who understand and can apply these skillsets and can self-evaluate to the point of
modifying the skills based on the organizational need become highly successful and
capable of managing various organizational goals concurrently (Laud, Arevalo, &
Johnson, 2016).Without these skills sets and the ability to continually improve as well
as teach them to others, many managers will find that they become ineffective in the
organization.
2. Technical Skills
LEADERSHIP DEVELOPMENT 17
1. Leaders who demonstrate competency of technical skills have positive
relationships with the subordinates innovative and learning work behavior. This
is accomplished by the ability to clearly articulate new ideas and concepts, answer
subordinates’ questions, and provide guidance through experience-based
understanding. Additionally, learning work behavior has a partial mediating
effect on the relationship between the leaders’ technical competence and the
subordinates’ innovative work behavior (Minh, Badir, Quang, & Afsar, 2017).
2. For managers operating in today’s rapidly changing environment, expert power
will not ensure continued promotion. To be effective in today’s market, managers
must possess five skills which include technical, interpersonal, conceptual,
diagnostic, and political. Managers who understand all five skill sets and can
self-evaluate to the point of modifying the skills based on the organizational need
become highly successful and capable of managing various organizational goals
concurrently (Laud, Arevalo, & Johnson, 2016).
3. Human Skills
1. While many organizations spend vast sums of money on resources such as spas,
catered lunches, and retreats, employees would rather have a manager who
possesses strong human skills that can resolve the persistent issues that reduce
employee engagement. Manager that can provide direction, inspiration, and
support for employees have been found to be successful. The results of this
human focused skill allow managers to serve as change agents within their
organization (Tucker, 2016).
LEADERSHIP DEVELOPMENT 18
2. Managers need to have a good understanding of how individuals have values and
they are formed by upbringing and life’s experiences and influence an individuals’
cognitive processes, decisions, and behavior. Many of these values shift
depending on generational events. Millennials are more self-focused and less
other focused than managers from the 1980s or 2010s. They emphasize
competency skills more than today’s managers but less than the managers of the
1980s and place more worth on moral values than managers of the 1980s but less
than today’s managers (Weber, 2015).
4. Conceptual Skills
1. Research indicates that managers should demonstrate behaviors that include
analytical and originality attributes. Projects fundamentally focus on creativity
and as a result, a manager’s ability to encourage employee’s creativity for the
success of the project is a vital skill. A manager must be able to demonstrate
their own mental abilities related to creativity, including conceptual flexibility
and originality if they hope to be successful in leading their organization
(Ram & Ronggui, 2018).
2. Managers must be able to utilize emerging technology. With organizations and
industries so connected, a manager at the operational level must have the ability to
think and operate at the strategic level. Managers must develop cognitive
competencies, which play a crucial role in strategically responding to
complexities and challenges of the operating environment (Bharwani & Talib,
2017).
3. Developing Essential Managerial Skills
LEADERSHIP DEVELOPMENT 19
1. Human Capital Theory (HCT) argues that the intangible assets of an organization,
principally people, are equally or more valuable than financial and physical assets.
That would indicate that the better educated a person is, the more productive they are
likely to be, for which they will earn a higher income, and it is therefore in the
interests of both employees and employers to continue to develop their skill sets
(Bhanugopan, Wang, Lockhart, & Farrell, 2017).
1. Newly promoted managers develop Emotional and Social Competence (ESC) to
understand their and others’ emotions and then use this understanding for personal
growth and in their interactions with others. Managers undergo the process of
role exit, movement, and role entry as they make the transition from individual
contributors to managers. Organizations should enable manager’s understanding
of the emotional aspects of managerial transitions by developing selection and
training practices (Park & Faerman, 2018).
2. Leadership Training Programs
1. Management Development can be defined as the systematic and long-term
application of behavioral science, knowledge and theory as a means of improving
employee’s performance as measured by their ability to adapt to the goals,
structure, culture of the organization in response to change (Basiony, 2018).
2. Leadership training programs aim to foster better management skills. Studies
indicate that when organizational managers are provided opportunities to attend
leadership-training programs, the outputs are increased capability of general
managerial skills as well as increased long-term physical and cognitive health
(Holmberg, Larsson, & Backstrom, 2015).
LEADERSHIP DEVELOPMENT 20
3. Organizational managers who are invested in professional development and
ensure that the leader development programs are designed and taught by
motivated instructors will increase the likelihood that managers at all levels will
have a desire to learn. This process results in higher quality managers with
increased self-efficacy as well as increased organizational success (Ismail, Zainol,
& Ahmad, 2017).
4. Managerial cognitive-behavioral coaching programs, as a professional
development method, have great potential to contribute to the managerial
behaviors that facilitate development at subordinate level. The knowledge can be
informative for higher-level managers in developing effective managers and
leaders, and understanding and managing employee attitudes and behaviors in
organizations. An effective program results in managers performing at a higher
level and enhancing the organizational effectiveness (Ratiu, David, & Babn,
2017).
3. Continuing Education
1. In order to build an effective development approach for managers, it is important
to consider the vast array of development methods available, and how these can
be used effectively to develop management capabilities (Becker and Bish, 2017).
2. Managers must ensure they are sustaining their abilities and capabilities for
progress in an organization. As such, managers must find opportunities to
enhance their leadership skills. Continued education is associated with improving
managerial capabilities and current and increased level of responsibility (Wolfson,
Lewandowski, Bonnell, Frankenberger, Sleeper, & Latimore, 2015).
LEADERSHIP DEVELOPMENT 21
4. Developing Subordinate Managers
1. Build Relationships
1. When senior managers try to develop quality relationships with their junior
managers and employees, they must be cognizant of the differing attachment
styles of secure, anxious, and avoidant employees and be prepared to deviate from
typical LMX development methods in order to create a more favorable
environment for developing quality relationships with subordinates. By adopting
this concept and its application, managers can quickly use the most effective
method to develop positive LMX relationships and as a result a better
organization (Maslyn, Schyns, & Farmer, 2017).
2. Set Organizational Goals
1. The urge for advancement and development must come from within the individual
and a manager has to develop himself. In other words, self-motivation is the pivot
of management development program. Top management must create an
environment in which self-development is encouraged and facilitated (Basiony,
2018).
2. The Goal Setting Theory (GST) outlines how managers who use specific and
challenging goal leads to higher performance than using a specific easy goal,
ambiguous goals, or not providing any organizational goals at all. GST further
defines goal setting by establishing the differences between a performance goal,
which focuses on a desired outcome, and a learning goal, which focuses on
developing a strategy, process, or procedure for increasing performance.
LEADERSHIP DEVELOPMENT 22
Understanding how to establish appropriate organizational goals as a manager is a
critical function that enhances individual and group performance (Latham, 2016).
3. In the study conducted by Carl Deschamps and Jan Mattis demonstrated the idea
that organizational level goals can motivate employees to achieve those
organizational level goals and in turn, enhance the overall performance of the
organization (Deschamps & Mattis, 2016).
5. Conclusions and Recommendations
1. Contributions of literature
1. This literature reviews outlines what essential managerial skills are needed in the
human, technical, and conceptual domains. It also covers how to develop those
traits and develop others for future managerial positions. The research provides a
new perspective using the most current research from across multiple fields of
study.
2. What are the strengths
1. The review has many strengths but the most important is the extensive use of
recent, peer reviewed journals from across multiple fields of study. It validates
the critical skills required to be a successful manager as well as how to develop
those skills in others.
3. What are the weaknesses
1. The reviews weakness is that the managerial echelon discussed throughout was
fluid. While some specific characteristics and traits are universal at all echelons
of management; some traits are applicable only at certain levels. The review did
LEADERSHIP DEVELOPMENT 23
not focus on the specific traits required at the operational, organizational, and
strategic levels but rather the universal principles.
4. What might be missing
1. More research is needed on how demonstrating followership as a junior manager
translates to successfully developing managerial skill required for increased levels
of responsibility. Most research focuses on what an individual must do to be a
good manager and not what traits are desirable to be a good follower. To be a
manager you must have followers and understanding followership should be a
consideration when developing successful organizations and managers.
