https://doi.org/10.1177/1046496419865326
Small Group Research
2019, Vol. 50(5) 571–592
© The Author(s) 2019
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DOI: 10.1177/1046496419865326
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Article
Leadership Development:
Leadership Emergence to
Leadership Effectiveness
Gil Luria
1
, Allon Kahana
1
, Judith Goldenberg
2
,
and Yair Noam
2
Abstract
This study aimed to understand how leadership effectiveness of the
trainer in a leadership development program can influence emerging
leaders’ development and effectiveness. We hypothesized that the
trainer’s leadership effectiveness would be a boundary condition. In this
two year longitudinal field study, military cadets’ leadership effectiveness
from their emergence as informal peer leaders during basic training
through the officer training course (OTC) to their formal leadership
roles as active duty officers was followed. The sample included 854
cadets and their 72 trainers. We found that cadets’ effectiveness during
OTC mediated the relationship between informal leadership emergence
during basic training and their subsequent effectiveness as formal leaders.
Furthermore, trainers’ effectiveness moderated the relationship between
cadets’ informal leadership emergence and effectiveness in OTC. Results
indicate that informal emerging leaders are more likely to develop into
highly effective formal leaders when supervised by effective trainers.
Theoretical and applied implications are discussed.
Keywords
leadership development, leadership effectiveness, leadership emergence,
leadership role modeling
1
Department of Human Services, University of Haifa, Israel
2
Selection System Development Branch, Behavioral Sciences Center, Israel Defense Forces,
Tel Hashomer, Israel
Corresponding Author:
Gil Luria, Department of Human Services, Faculty of Social Welfare and Health Sciences,
University of Haifa, 199 Aba Khoushy, Avenue, Haifa 3498838, Israel.
Email: gluria@univ.haifa.ac.il
865326SGR XX X 10.1177/1046496419865326Small Group ResearchLuria et al.
research-article 2019