Abstract
This chapter, examines the impact of fostering pro-development self-theories on early career success for a cohort of MBA graduates at an international business school in Boston, Massachusetts. Day (Leadersh Q 11:581–613, 2001, p. 601) proposes that “lecture-based, classroom training found in most formal leadership development programs is at best only partially effective,” citing short-lived behavioral change as a source of frustration. The chapter describes the early results of a longitudinal study of lasting change produced by incorporating corporate best practices in leader development identified by Day (Leadersh Q 11:581–613, 2001) in a business school setting. This the chapter includes the research question, theoretical background, research context, methodology, and the high-level findings.
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Sullivan, T., Page, N. (2020). A Competency Based Approach to Leadership Development: Growth Mindset in the Workplace. In: Pfeffermann, N. (eds) New Leadership in Strategy and Communication. Springer, Cham. https://doi.org/10.1007/978-3-030-19681-3_13
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