Running head: LEADERSHIP DEVELOPMENT
Executive Managers Role in Leadership Development: A Literature Review
LEADERSHIP DEVELOPMENT 2
Abstract
Managerial skills are crucial and must be applied in the appropriate method by managers at the
executive level. Managerial skills that are deliberately developed and learned over the course of
a career are what differentiates executive managers that are successful from those that are not. A
manager’s successful application of these skills provides the validity and trust from the
organization that result in positive organizational work behaviors as well as 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 an executive managers role in 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, strengths,
weaknesses, and recommended areas for future research.
Keywords: manager skills, developing leadership skills, developing subordinates.
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Executive Managers Role in Leadership Development: A Literature Review
Managers at executive levels are successful if they possess skill sets that enable them to
provide purpose, motivation, and direction to their organizations. The three specific critical skill
categorizes for executive managers are technical, human, and conceptual. Managers must be
able to capitalize on these strengths as well as focus on developing these same skills in lower
level managers. This construct helps to ensure that organizations execute a glidepath that meets
milestones for leader development. The development of lower level managers is critical to the
future of any organization as it implements the early and continued learning of the technical,
human, and conceptual skills required at the executive level. This deliberate continuous
structured development ensures the organization does not suffer from a lack of skilled managers
at the executive level in the future.
Necessary Managerial Skills
To be effective in today’s market, executive managers must possess specific technical,
human, and conceptual skills. Managers who can understand, apply, and self-evaluate these
skills, to the point of modifying their actions based on the organizational needs, become highly
successful and capable of managing various organizational goals concurrently (Laud, Arevalo, &
Johnson, 2016). Executive managers must possess these skills in order to demonstrate and
develop subordinate managers for future positions of increased responsibility. The successful
development of managers is a vital component of maintaining an organization. Without the
ability to continually improve these skill sets, as well as ensure that the skills are taught to
managers at all echelons of the organization, many executive managers will find that they
become ineffective in the organization (Laud et al., 2016).
Technical Skills
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Executive managers who demonstrate competency of technical skills have positive
relationships with the subordinates innovative and learning work behavior. They also have an
increased capability to groom lower level managers in all the technical aspects of the applicable
profession. A critical component of this skill is the ability to clearly articulate new ideas,
concepts, answer subordinates’ questions, and provide guidance through experience-based
understanding. It is critical because it generates tremendous trust across the organization (Minh,
Badir, Quang, & Afsar, 2017). The ability for executive managers to identify potential future
points of friction and articulate clear guidance for mitigating failure, allows the organization to
meet objectives and provides junior managers with successful examples of technical expertise.
The daily example of technical expertise, set by executive managers, is the foundation for leader
development. Research is clear that there is a strong correlation between an executive managers
expert demonstration of technical skills and overall job performance (Amin & Hasbulla, 2018).
Managers who know the details of the job and have the ability to communicate, influence the
organization and the managers to also improve their performance. In addition to demonstrating
technical competence, executive managers who demonstrate a learning work behavior
experience a positive effect on their subordinates’ innovative work behavior (Minh et al., 2017).
The trust and technical competence, demonstrated by executive managers, allows them to make
the crucial decisions that affect all aspects of the organization. Without this skill set, an
executive manager would quickly lose the confidence of the organization, and in turn lose the
ability to effectively develop junior managers. It is important to note that, for executive
managers operating in today’s rapidly changing environment, expert technical power alone will
not ensure continued trust, organizational success, or continuous leader development (Laud et al.,
2016).
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Human Skills
Organizations strive to develop organizational citizenship behavior by focusing on
increasing executive managers’ engagement with employees and junior managers. This is
evident in the fact that many organizations spend vast sums of money on resources such as spas,
catered lunches, break rooms, and retreats to develop a committed team. Unfortunately, it has
been found that the resources dedicated have a minimal return on investment and does not
increase leader development. In fact, the type of resource provided has been found to be less
effective than ensuring executive managers possess strong human skills that can resolve the
persistent issues that reduce employee engagement (Tucker, 2016). Executive managers that can
reliably provide direction, inspiration, and support for employees have been found to be the most
successful. The results of this human focused skill allow executive managers to serve as positive
change agents within their organization. Successful organizations use executive managers as role
models and mentors for junior managers. By allowing lower level managers to observe how
executive managers handle various situations, and the critical human skill required to navigate
complex challenges, it demonstrates how they should also act if faced with similar dilemmas
(Becker & Bish, 2017). The ability to resolve issues within the organization, and increase
employee engagement, is a tremendous example for junior managers to emulate as they become
responsible for larger portions of the organization.
As the age of the workforce transitions, having experienced human skills is increasingly
becoming a critical component of successful executive management. Managers need to have a
clear understanding of their employees’ values, and have an appreciation for how values are
formed through life experiences. The individual experiences of employees influences their
cognitive processes, decisions, and behavior; they must be understood by executive managers
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who use those experiences to form the strategies that the individual employees enact at the
operational level. Many of these assumed norms and values shift based on the age of the
workforce. For example, research has shown that millennials are more self-focused than
managers from the 1980s or 2010s. Millennials also hold competency skills in higher regard
than today’s managers, but less than the managers of the 1980s. Additionally, they place more
worth on moral values than managers of the 1980s, but less than today’s managers (Weber,
2015). As an executive manager, possessing the human skills necessary to understand
generational nuances helps ensure that the most effective method to communicate to the targeted
audience is employed.
Conceptual Skills
Research indicates that executive managers should demonstrate behaviors that include
analytical and originality attributes. Projects in any organization fundamentally focus on
developing creative solutions to complex challenges, and as a result, a managers ability to
encourage employees creativity for the success of the project is a vital skill. An executive
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). These conceptual skills are generated over time and must
be developed and honed with practice and mentorship. Executive managers must rely on their
past experiences while also leveraging emerging technologies to apply the best strategy possible
for achieving success. Executive managers must also take the time to deliberately groom these
same capabilities in lower level managers. With organizations and industries so connected, a
manager at the operational level must have the ability to quickly think and operate at the
executive level. Managers must develop these conceptual competencies, which play a crucial
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role in strategically responding to the complexities and challenges of the operating environment
(Bharwani & Talib, 2017). If executive managers struggle to foster a creative organization and
develop resourceful managers, the organization will struggle to adapt and compete in the current
market.
Developing Essential Managerial Skills
Human capital theory argues that the intangible assets of an organization, predominantly
people, are equally or more valuable than financial and physical assets. It would follow than 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). The future of any
organization is reliant on its ability to develop and utilize the talents of the people to streamline
the systems and processes in a way that increases productivity and raises profits. The critical
point is to ensure that managers at all echelons are provided an opportunity to hone their
technical, human, and conceptual skills. Some managers will have natural talents in one or more
of those areas, but all managers will need development to assume duties at the executive level.
Because of this concept, newly promoted managers should develop emotional and social
competence to understand their and others emotions, and then use that understanding for
personal growth and with their interactions with others. As managers transition into the
executive realm, they undergo the process of role exit, movement, and role entry as they make
the transition from individual contributors to managers. Organizations are most successful when
they enable managers’ understanding of the emotional aspects of managerial transitions, by
developing selection and training practices (Park & Faerman, 2018).
Leadership Development Programs
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Leader 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, and culture of the organization in
response to change (Basiony, 2018). Executive leadership training programs should aim to foster
educated and enhanced management skills. It is important to note that studies indicate
organizational managers who are provided opportunities to attend leadership training programs
tend to experience increased capabilities in executing their managerial skills, as well as increased
long-term physical and cognitive health (Holmberg, Larsson, & Backstrom, 2015).
The organizational investment into developing a well-grounded leader development
program cannot be undervalued. Organizational managers who are invested in professional
development, ensure that the leader development programs are designed and taught by motivated
instructors. As a result, they have found that managers at all levels have an increased desire to
learn. This positive cycle results in higher quality managers with increased self-efficacy, as well
as increased organizational success (Ismail, Zainol, & Ahmad, 2017). Managerial cognitive-
behavioral coaching programs, as a professional development method, have great potential to
contribute to the managerial behaviors that facilitate development at subordinate levels. A vital
piece of implementing a leader training program is to ensure that executive managers
communicate it as a priority. The demonstrated focus and interest in the outcome ensure that
managers who are participants, take credence in what is being taught, and understand that
demonstrating the principles will be something they are evaluated on during annual assessments.
The knowledge gained from this type of program in developing effective managers and leaders,
as well as understanding and managing employee attitudes and behaviors in organizations, can be
informative for higher-level managers. An effective leader development program results in
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managers having the capability to perform at the executive level when the opportunity arises, as
well as enhancing the overall organizational effectiveness (Ratiu, David, & Babn, 2017).
Continuing Education
In order to build an effective leader development approach for molding executive
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 & Bish, 2017).
Executive managers must ensure they are sustaining their abilities and capabilities for
organizational progress in addition to educating lower level managers. As such, managers at all
levels must find opportunities to enhance their leadership skills, through continued education on
current leadership trends and research. Continued education is associated with improving
managerial capabilities at a current and increased level of responsibility (Wolfson et al., 2015).
The practical technical, human, and conceptual skills that are developed in the daily functions of
management should not be the sole source of development. Organizations guided by executive
managers, should resource internal training programs for leaders that align with the specific
functions of the organizations. Executive leaders should invest in life-long learning by investing
their time and effort in studying current academic trends and research in the field of executive
leadership. This concept is worthwhile because it improves the executive managers ability to
communicate requirements for a leader training program and also promotes life-long learning
traits for subordinate managers.
Developing Subordinate Managers
As the previous sections clearly demonstrate, developing and maintaining technical,
human, and conceptual skills, as well as investing in people through leader training programs and
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promoting continued education, are all critical components for effective executive management.
To achieve the level required for mastery, managers at junior levels must receive mentorship and
training in these areas on a regular basis. Frequent interaction allows lower level managers to
develop these skills early and empowers them as they transition to levels of increased
responsibilities. This development must be something that executive managers approach in a
deliberate fashion and refine based on the individual they are working with. Research specifies
two primary leader development methods that are most prevalent in modern organizations. First,
executive managers building mentorship relationships with lower level managers, and second,
developing clear and measurable organizational goals to enable accountability and provide a
common vision.
Build Relationships
When executive managers develop relationships with lower level managers, it provides
the opportunity for increased understanding and appreciation for both parties. Research shows
that employees who feel they are not appreciated are less likely to produce quality results
(Maslyn, Schyns, & Farmer, 2017). It is important to understand that when executive managers
begin to develop quality relationships with their junior managers and employees, they must be
cognizant of the differing attachment styles researched in the realm of organizational behavior.
The three main attachment styles are secure, anxious, and avoidant. Executive managers should
take time to identify what type of style the employee is most prone to display, and be prepared to
deviate from typical leader-member exchange development methods, in order to create a more
favorable environment for developing quality relationships with subordinates. By adopting this
concept and its application, executive managers can quickly use the most effective method to
develop positive developmental relationships, and as a result, a better environment for
LEADERSHIP DEVELOPMENT 11
developing future executive leaders and sustain the organization (Maslyn, Schyns, & Farmer,
2017).
Set Organizational Goals
The final aspect of executive managers role in developing leaders is setting
organizational goals. This can be difficult for managers since the motivation for career
advancement and development must come from within the individual and is not the sole
responsibility of the manager to cultivate. Goals must be reinforced by self-motivation, and are a
pivotal aspect of any executive management development program. The best executive manager
creates an environment in which self-development is encouraged and facilitated (Basiony, 2018).
Executive managers must have a process by which they identify lower level managers who
possess a high level of self-motivation and develop goals to challenge them. The goal setting
theory outlines how executive managers who use specific and challenging goals, lead to higher
performance than those who use specific easy goals, ambiguous goals, or do not provide any
organizational goals at all (Latham, 2016).
Goal setting theory is a useful tool for executive managers because it further defines goal
setting. It establishes 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. Understanding how to establish appropriate organizational goals, as an
executive manager, is a critical function that enhances individual and group performance
(Latham, 2016). A study conducted in 2016 provides validity to the goal setting theory
hypothesis, since it demonstrated the idea that providing clear organizational goals can motivate
employees to achieve those goals, which results in the enhanced performance of the organization
(Deschamps & Mattis, 2016). Setting goals provides measurable feedback to managers at all
LEADERSHIP DEVELOPMENT 12
echelons of the organization by demonstrating the capability of the employees to achieve the
goals assigned to them as part of the executive managers strategic vision. Executive managers
should also ensure that goals are clearly communicated and emphasized on a regular basis by
rewarding individuals who achieve those goals. This concept fosters a continued sense of
organizational commitment, self-motivation, and a resourceful organizational climate.
Conclusions and Recommendations
Research clearly shows that successful executive managers have a majority share in
developing subordinate managers for increased levels of responsibility. Current executive
managers must ensure that they possess and have a mastery of the human, technical, and
conceptual domains in their respective fields. With their knowledge, ability to lead, and example
set, they are empowered to focus on developing lower-level managers. To maximize the benefits
of leader development, executive managers must deliberately focus on the method and glidepath
of the leader development program. This process will ensure that the appropriate skills are taught
at the right echelon for managers to be successful as they continue to be promoted within the
organization. In addition to deliberate development programs, mentorship through building
positive relationships should also be a focus for executive managers. The positive, open
mentorship process, allows lower level managers the ability to ask questions and enhance the
organizational citizenship behaviors that improves organizations. Finally, executive managers
must clearly communicate the vision and purpose of leader development by setting
organizational goals. The specific organizational goals are the methods by which success is
measured, and are a tool for accountability. The goals also provide feedback to executive
managers, on how effective the leader development programs are, as well as the capacity for
lower level managers to have increased responsibility.
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The current research provides much needed data to a problem that many organizations
struggle with resolving. The extensive use of recent peer reviewed journals, from across multiple
fields of study, such as, ethics, business, and leadership, bring a holistic approach and
complimentary dialogue to the subject of leader development. The research validates the critical
technical, human, and conceptual skills required to be a successful executive manager, as well as
how to develop those skills in lower level managers through leader development programs,
continued education, relationship building, and goal setting.
The current research weakness is the lack of focus on the process of followership skill
sets as part of developing executive managerial skills. While some research discussed the
importance of spending time at each echelon as a manager, it dealt more with exposure to
systems and process as related to developing technical expertise, and not understanding the
importance of followership as a manager. To be a manager, they must have followers;
understanding followership should be a consideration when developing successful organizations
and managers. Future research is needed to understand how demonstrating followership as a
junior manager translates to successfully developing the managerial skill required for increased
levels of responsibility as an executive manager.
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