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The 5C’s of leadership: a model of leadership delivery

The 5C’s of leadership: a model of leadership delivery
The 5C’s of leadership: a model of leadership delivery
Much of the Human Resource Development (HRD) research has primarily investigated individual styles of leaders and the impact on subordinates, rather than developing a more inclusive view of leadership in organisations (Bryman 1992). Although Bass and Avolio (1994) and Hersey and Blanchard (1988) recognise that leadership happens within an environment that impacts on leaders, little recent evidence highlights the need to manage the wider leadership environment. The internal and external environments, in which leaders operate, may create barriers that need to be understood and proactively broken down if leadership is going to be developed and delivered effectively. This is particularly important at the first-line management level, an area ill-explored throughout the leadership literature (Van Wart 2003).
This study examines the role of the first line supervisor, the police sergeant, within a force in the South of the England. 235 participants responded to an online questionnaire, measuring individual’s expectations of leadership performance and perception of their current performance. The context of leadership, individuals’ capabilities, leadership tools, and their ability need to be addressed for leadership to affect change. Based on an initial analysis, a holistic model of contextual leadership was developed which can enable departments and organisations to manage the leadership environment more effectively. For Managers, this model may provide a practical framework for thinking about leadership within a broader organisational, cultural and international context. It promotes the proactive management of different factors and allows for a more holistic approach to the process of leadership development and delivery.
Ashleigh, Melanie.J.
f2a64ca7-435b-4ad7-8db5-33b735766e46
Meyer, Edgar
f2e4fe13-ba46-43e7-99e1-979cf3983c64
Hardcastle, David
90d659d1-d4e5-459b-bbaf-e6d7a9aa53ce
Ashleigh, Melanie.J.
f2a64ca7-435b-4ad7-8db5-33b735766e46
Meyer, Edgar
f2e4fe13-ba46-43e7-99e1-979cf3983c64
Hardcastle, David
90d659d1-d4e5-459b-bbaf-e6d7a9aa53ce

Ashleigh, Melanie.J., Meyer, Edgar and Hardcastle, David (1970) The 5C’s of leadership: a model of leadership delivery. 9th International Conference on Human Resource Development Research and Practice across Europe. 21 - 23 May 2008.

Record type: Conference or Workshop Item (Paper)

Abstract

Much of the Human Resource Development (HRD) research has primarily investigated individual styles of leaders and the impact on subordinates, rather than developing a more inclusive view of leadership in organisations (Bryman 1992). Although Bass and Avolio (1994) and Hersey and Blanchard (1988) recognise that leadership happens within an environment that impacts on leaders, little recent evidence highlights the need to manage the wider leadership environment. The internal and external environments, in which leaders operate, may create barriers that need to be understood and proactively broken down if leadership is going to be developed and delivered effectively. This is particularly important at the first-line management level, an area ill-explored throughout the leadership literature (Van Wart 2003).
This study examines the role of the first line supervisor, the police sergeant, within a force in the South of the England. 235 participants responded to an online questionnaire, measuring individual’s expectations of leadership performance and perception of their current performance. The context of leadership, individuals’ capabilities, leadership tools, and their ability need to be addressed for leadership to affect change. Based on an initial analysis, a holistic model of contextual leadership was developed which can enable departments and organisations to manage the leadership environment more effectively. For Managers, this model may provide a practical framework for thinking about leadership within a broader organisational, cultural and international context. It promotes the proactive management of different factors and allows for a more holistic approach to the process of leadership development and delivery.

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More information

Published date: 1 January 1970
Venue - Dates: 9th International Conference on Human Resource Development Research and Practice across Europe, 2008-05-21 - 2008-05-23

Identifiers

Local EPrints ID: 55740
URI: https://eprints.soton.ac.uk/id/eprint/55740
PURE UUID: a45a21b5-a517-4bf0-900b-c233676bf2cd
ORCID for Melanie.J. Ashleigh: ORCID iD orcid.org/0000-0002-0583-0922

Catalogue record

Date deposited: 05 Aug 2008
Last modified: 10 Sep 2019 00:52

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Contributors

Author: Edgar Meyer
Author: David Hardcastle

University divisions

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