Abstract:
این پژوهش باهدف شناسایی الگوی پیشایندها و نتایج خودتوسعهای رهبری در سازمانها صورت گرفته است. روش پژوهش حاضر کیفی و از نوع فراترکیب بوده است. جامعه آماری پژوهش شامل پژوهشها و مطالعات انجامشده در بازه زمانی 1970 تا 2021 در حوزه خودتوسعهای رهبری به تعداد 2995 بود که پس از مراحل مختلف حذف و کاهش، تعداد 131 پژوهش بعنوان نمونه انتخاب شد. منابع مرتبط بهوسیله کدگذاری سه مرحلهای باز، محوری و انتخابی کدگذاری شدند. بهمنظور بررسی کیفیت کدگذاری، از قابلیت اعتماد، تأییدپذیری و اطمینانپذیری برای یافتهها استفادهشده و ضریب کاپای کوهن برای توافق بین ارزیابان عدد 72/0 بهدستآمده است. طبق یافتههای این پژوهش پیشایندهای شناساییشده برای خودتوسعهای رهبری در سه دسته 1. عوامل فردی (شامل 19 مقوله) 2. عوامل سازمانی (شامل 5 مقوله) و 3. عوامل محیطی (شامل 2 مقوله) دستهبندی شدند. همچنین نتایج و پیامدهای شناساییشده برای خودتوسعهای رهبری شامل دو دسته 1. نتایج فردی (شامل 8 مقوله) و 2. نتایج سازمانی (شامل 7 مقوله)، میشوند. سازمانهای گوناگون میتوانند با آگاهی از نتایج به دست آمده از این پژوهش علاوه بر شناخت مزایای خودتوسعهای رهبری با عواملی که برای خودتوسعه-ای رهبری مورد نیاز است، آشنا گردند؛ سازمانها میتوانند در هنگام جذب و ارتقاء رهبران عوامل فردی مورد نیاز برای خودتوسعهای رهبری را بعنوان یکی از ملاکهای جذب و ارتقاء در نظر بگیرند و عوامل محیطی و سازمانی مورد نیاز برای خودتوسعهای رهبری را به منظور دست یابی به نتایج خودتوسعهای رهبری برای فرد و سازمان فراهم آوردند.
Aim and IntroductionThis study aims to identify the antecedents and results of leadership self-development in organizations. Most organizations believe that a well-trained workforce is an important factor in success. Education and development have evolved over the past century under the influence of changes in the nature of work; These changes have caused staff development and training to have a learning-oriented perspective and employees to show self-regulatory behavior to adapt to these changes. This means that the speed of change requires people to recognize their development needs and take steps to address them. Learners in the 21st century are active painters in achieving their learning goals. They develop strategies, methods and skills for learning and obtaining useful information. The rationale for this type of workplace learning is that in human resource development today, most training takes place outside of formalities, and is controlled by the learner.MethodologyThe method of the present study was qualitative and meta- synthesis. The statistical population of the study includes researches and studies conducted in the period 1970 to 2021 in the field of leadership self-development in the number of 2995 that after different stages of elimination and reduction, 131 researches were selected as a sample. Relevant resources were encoded by three steps: open, axial, and selective. In order to evaluate the coding quality, reliability, verifiability and reliability of the findings were used and Cohen's kappa coefficient was obtained for agreement between the evaluators of 0.72.FindingsAccording to the findings of this study, the identified antecedents for leadership self-development were classified into three categories: 1. Individual factors (including 19 categories) 2. Organizational factors (including 5 categories) and 3. Environmental factors (including 2 categories). Also, the identified outcomes and consequences for leadership self-development fall into two categories: 1. Individual results (including 8 categories) and 2. Organizational outcomes (including 7 categories).Discussion and ConclusionLeadership self-development primarily brings positive results for the leader himself and strengthens and creates competencies in the leader that improve his individual abilities. When organizational leaders seek their personal development, they recognize their strengths and weaknesses with the self-awareness and self-awareness that come from self-assessment, and they move toward addressing their weaknesses. Leaders of organizations, by strengthening their leadership skills and continuing their development, always keep their knowledge and skills up to date and can perform better when faced with challenges that are always in the way of them and their organizations in today's changing world. Self-Developing Leaders As research findings show, their ability to solve problems and adapt to change in today's world increases. By acquiring lifelong learning, such leaders have a broader view of issues and challenges and can perform better overall.In general, according to the findings of this study, self-development of leadership requires preconditions that, if provided, will increase its quality and the probability of its success will increase. It is therefore recommended that both leaders and organizations ensure that these antecedents are available through both self-assessment and feedback. When these prerequisites are in place, leadership self-development can be expected to perform well and yield the results that are expected and demonstrated in this study.