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In pursuit of our mission to build the leadership capacity of organizations, including our own, we are engaged in a carefully chosen set of research initiatives with special focus on addressing gaps in knowledge in the areas of cross-border/cross-cultural leadership and the understanding of leadership capacity.
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WOMAN-LED BUSINESSES STUDY |
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The Center for Leadership at Florida International University, in partnership with The Commonwealth Institute, annually conducts the Florida's Woman-Led Businesses study. The objective of this project is to gain an understanding on how women business leaders view (1) the demands and satisfaction of their work, (2) their future goals, (3) the impact of their choices on their personal lives, (4) strategies that they used to advance their careers, and (5) their leadership styles. You may download copies of the report:
Download: Florida Woman-Led Businesses, 2009
Download: Florida Woman-Led Businesses, 2008
Download: Florida Woman-Led Businesses, 2007
Download: Florida Woman-Led Businesses, 2006
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LEADERSHIP COMPETENCY BUILDER |
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This research breaks new ground in understanding the diverse array of leadership competencies that may be needed in different leadership situations. After an extensive review of empirical leadership research, a comprehensive list of leadership competencies was developed, resulting in the production of the Leadership Competency Builder assessment tool. Too often, organizations have narrow definitions of leadership competencies and fail to consider competencies that are in most need of development in their organization. This empirically-based tool allows organizations to consider and systematically analyze their leadership competency strengths and needs.
Download: Leadership Competency Builder
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LEADERSHIP THEORIES AND ORIENTATIONS: A TRAINING PROGRAM |
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The study examines perceptions about leadership by considering individuals' leadership “orientations” or “theories” and the self-identities that individuals have built around leadership (e.g., “Do I see myself as a leader? Why? Why not?”). Further, this project will design, implement, and assess a training program to modify beliefs about leadership as a precursor to enhancing organizational leadership capacity.
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WHEN NO NEWS IS BAD NEWS: THE CASE OF THE BUBBLED EXECUTIVE |
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Development of a teaching tool intended to raise executives' awareness that through their behavior towards primarily their followers, they shape the norms that regulate how, when, and how much feedback they will receive. Executives should become aware that unless they regulate reactions to employee feedback, by seeking behavior in an appropriate manner, they will end up receiving little or no critical information regarding the business that they are trying to run.
Download: Bubble Case Summary
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THE LEADERSHIP DANCE |
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This study proposes a new model of leadership summarized as the metaphor of a “dance,” with leaders and organizations described as dance partners, managing change. While the leader (e.g., chief executive) influences the direction of an organization and responds to feedback, the partner (e.g., organization) also performs its key role in the dance choreography (e.g., cultural and business environment). This dynamic shifting of the lead role between leader and organization is what the best modern leaders implicitly practice. The research focuses on key competencies of “leaders,” “partners,” and of the “dance”. This metaphor, when fully articulated, will produce a dynamic, interactive model of leadership that recognizes the complementary roles of the leader and partner in the organizational “dance.”
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