The leadership value chain
Kaiser, R. B., & Overfield, D. V. (2010). The leadership value chain. The Psychologist-Manager Journal, 13, 164-183.
There is little question that leadership is vital to organizational effectiveness; however, our field lacks a comprehensive model of the processes and intervening factors that explain the link between individual leaders and organizational performance. This paper concerns an evidence-based framework, the Leadership Value Chain, that traces the characteristics of individual leaders to their leadership style; leadership style to impact on team and unit processes; team and unit processes to team and unit results; and team and unit results to effectiveness across a broad range of organizational-level performance measures. The point of the Leadership Value Chain is to identify the sequence of key variables and considerations that relate individual leaders to organizational effectiveness. Of all the things we could consider, these are the things that we must consider to determine the value of leadership. Examples are used to show how this framework can provide a heuristic for thinking strategically about key leadership investment decisions and organizational development interventions.
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