LEADERSHIP CHARACTERISTICS OF ... - Drake University

statistically significant correlation appeared to exist between the CEO's
self-rated leadership style and hours of leadership training. CEOs who
104
rated themselves as more transformational also had a greater number of
leadership training hours in the previous three years (Table 21). The lack
of significant findings could be a function of the information that was asked
of the CEO. The interpretation of "leadership training" is likely to differ
among the CEOs. Some might have considered it to be any training in
which they participated; or they might have been very specific about
identifying only leadership training that focused on their individual
development or any variation thereof.
Future considerations of leadership development might best start
by clarifying its distinction from leader development. Leader development
has a "goal of enhancing the individual's capacity and potential, such as
self-awareness, self-regulation, and self-motivation" (Bass, Jung, Avolio, &
Berson, 2003, p. 216). On the other hand, leadership development is
widely considered a neglected area of leadership training and consists of
developing an understanding of the "complex interaction between, and
work with, leaders and followers and the context in which they operate"
(Bass et al., 2003, p. 216). Within the context of transformational
leadership and its impact on organizational outcomes, it appears that
leadership development, with its focus on the leader, follower, and
context, might have the greatest return on investment for leaders; and if it