Transcription of The Leadership Value Chain - Kaplan DeVries
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The Leadership Value Chain - Kaplan DeVries
The Psychologist-Manager Journal, 13: 164 183, 2010 Copyright The Society of Psychologists in ManagementISSN: 1088-7156 print / 1550-3461 onlineDOI: Leadership Value ChainRobert B. Kaiser and Darren V. OverfieldKaplan DeVries is little question that Leadership is vital to organizational effectiveness; how-ever, there is a lack of comprehensive models of the processes and interveningfactors that explain the link between individual leaders and organizational perfor-mance. This article concerns an evidence-based framework, theleadership valuechain, that traces the characteristics of individual leaders to their Leadership style; Leadership style to effect on team and unit processes; team and unit processes to teamand unit results; and team and unit results to effectiveness across a broad range oforganizational-level performance measures. The point of the Leadership Value chainis to identify the sequence of key variables and considerations that relate individualleaders to organizational effectiveness.
LEADERSHIP VALUE CHAIN 165 difference. We have searched the business press and the professional literature for research-based models that explain how leaders make a difference.
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