Pathways to Develop Leadership – 2023 Impact Study
Pathways to Develop Leadership
Grounded in the KLC principle that engaging others is a “must” in making progress on our toughest challenges, this report highlights the KLC’s leadership development path impact on important relational leadership skills such as seeking perspectives, creating space for multiple perspectives, surfacing conflict and acting experimentally.
This report presents the first application of new evaluation tools developed by Third Floor Research that measure adaptive leadership competencies. These measures assess relational capacities in leaders, rather than focusing solely on individualistic competencies and examine the unique mindset components essential for exercising adaptive leadership.
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STUDY PURPOSE
The purpose of this study was to understand how KLC’s leadership development path helps people bridge the gap between learning and practicing leadership.
USEFUL FINDINGS
The study findings advance theoretical research to explain the underlying cognitive mechanisms for leadership behavior and the role of some of the mindset components in predicting adaptive leadership behavior.
This study explains the reasoning process people take to exercise leadership and reports that:
a. Enacting adaptive leadership starts with cognitive dissonance.
b. Exercising leadership is a burdensome process, both emotionally and cognitively, even after people develop leadership skills.
The YLE and LFC programs positively impact people’s adaptive leadership behavior. They enhance a person’s awareness of defaults, needs and purpose. The programs also instill in participants the need to disturb the status quo to make progress.
KLC’s leadership development path has unbalanced effects on people’s leadership behavior, meaning that people with higher self-awareness, self-efficacy and reflectiveness typically benefit more from the path.
The tendency for people to make multiple interpretations is a significant predictor of adaptive leadership behavior.
The study revealed thinking barriers that people may face while exercising leadership. For instance, people can explore multiple interpretations, but act on their own preferred singular interpretation. Or people might not attempt to solve a challenge again if they felt like they failed on their first attempt.
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