Developing a leadership potential model for the new era of work and organizations

Abstract

Purpose Unprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices. Design/methodology/approach This article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare. Findings Our results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence. Practical implications The article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives. Originality/value The proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.

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