A framework for leadership development

Date of this Version


Document Type

Book Chapter

Publication Details

Citation only

Hrivnak Jr., G. A., Reichard, R. J., & Riggio, R. E. (2009). A framework for leadership development. In S. J. Armstrong & C. V. Fukami (Eds.), The SAGE Handbook of Management, Learning, Education and Development (pp. 456-475). London, UK: SAGE Publications Ltd

Access the publisher

2009 HERDC submission. FoR code: 1503

© Copyright SAGE, 2009




Despite the tremendous amount of time, money, and energy spent by practitioners and scholars alike to understand, promote, and facilitate effective leadership development, the field is still far from fully understanding what is often regarded as both art and science. That is not to suggest, however, that the field's efforts have failed to result in substantial progress. Indeed, after defining some salient concepts and the overall scope of this chapter, we review some of the major theoretical and empirical advances in leadership development. Furthermore, the trends and 'best practices' dominant in today's organizations in leadership development are then summarized and considered in light of the current academic trends to identify points of congruence and disconnect.

With this foundation, we offer an approach to leadership development that builds on this current understanding. Our model does not offer a specific set of methodologies or instructional tools per se, but rather a framework to incorporate these modalities in a thoughtful, goal-driven, and comprehensive instructional approach designed to achieve specific, measurable, organizational objectives. Finally, we conclude this chapter with recommendations for future efforts to advance relevant research, to focus the teaching of leadership in the university classroom, and to improve the efficacy of current and future leadership development programs in practice.

This document is currently not available here.



This document has been peer reviewed.