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Behavioral Sciences
Special Issues
Leadership Development Programming and Assessment
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Leadership Development Programming and Assessment

A special issue of Behavioral Sciences (ISSN 2076-328X). This special issue belongs to the section "Organizational Behaviors".

Deadline for manuscript submissions: closed (1 September 2025) | Viewed by 1459

Special Issue Editor

Dr. Kevan Lamm

E-Mail Website
Guest Editor
Department of Agricultural Leadership, Education, and Communication, University of Georgia, Athens, GA 30602, USA
Interests: leadership; organizational behavior; assessment

Special Issue Information

Dear Colleagues,

Despite the prominence of leadership in management and organizational contexts, leadership praxis exists in multiple domains. For example, leadership development programs exist across a range of contexts: for profit, non-profit, higher education, community development, agriculture and the food system, and so forth. This Special Issue provides a platform to share leadership development and assessment both inside and outside traditional organizational contexts. What are the primary competencies associated with leadership development programs? What are the assessed and evaluated results for various leadership development programs? What are the general trends within the leadership development program literature? Authors are invited to share empirical results and review articles on the concepts of leadership development and leadership assessment.

Dr. Kevan Lamm
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Behavioral Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2200 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • leadership
  • leadership development programming
  • assessment
  • evaluation
  • leadership education
  • organizational behavior

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Published Papers (2 papers)

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Research

16 pages, 542 KB  
Article
Exploring the Curvilinear Effect of Motivation to Lead on Leadership Emergence: The Moderating Role of Shared Team Vision
by Jinkai Cheng, Yating Luo, Feng Hu and Kunjie Cui
Behav. Sci. 2025, 15(10), 1295; https://doi.org/10.3390/bs15101295 - 23 Sep 2025
Viewed by 451
Abstract
Given the potential significance of the motivation to lead in answering the question of who will most highly emerge for leadership positions, the motivation to lead has garnered considerable attention. Nevertheless, we put forward a distinct perspective on the influence of the motivation [...] Read more.
Given the potential significance of the motivation to lead in answering the question of who will most highly emerge for leadership positions, the motivation to lead has garnered considerable attention. Nevertheless, we put forward a distinct perspective on the influence of the motivation to lead on leadership emergence. Based on the theory of leadership identity construction, we developed and tested a potential curvilinear relationship between individual motivation to lead and leadership emergence while also examining the moderating role of shared team vision. This study involved 639 employees across 159 work teams, with data collected using a multi-wave, round-robin approach. The results of social relations analyses indicated that individual motivation to lead has an inverted U-shaped relationship with leadership emergence. Meanwhile, shared team vision positively moderates the curvilinear relationship, such that those teams with weak shared vision experience foreshortened and weakened positive effect from motivation to lead. These results underscore the importance of comprehending the level of leadership motivation that can promote or prevent leadership emergence within work teams. Full article
(This article belongs to the Special Issue Leadership Development Programming and Assessment)
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26 pages, 1565 KB  
Article
Inclusive Leadership and Creative Territory Behavior: A Triple Interactive Moderating Effect Model
by Guanfeng Shi and Ziyi Zhang
Behav. Sci. 2025, 15(8), 1105; https://doi.org/10.3390/bs15081105 - 14 Aug 2025
Viewed by 589
Abstract
Based on self-determination theory and the “environment–cognition–behavior” analysis framework, harmonious work passion is introduced into the research system to systematically explore the mechanism and internal path of inclusive leadership on employees’ creative territory behavior. Combined with work autonomy and status competition motivation, a [...] Read more.
Based on self-determination theory and the “environment–cognition–behavior” analysis framework, harmonious work passion is introduced into the research system to systematically explore the mechanism and internal path of inclusive leadership on employees’ creative territory behavior. Combined with work autonomy and status competition motivation, a three-way interaction model is constructed to reveal the boundary conditions under which inclusive leadership affects employees’ creative territory behavior. Through situational experiments (Study 1) and multi-time questionnaire surveys (Study 2), the results showed that harmonious work passion mediates the negative impact of inclusive leadership and creative territory behavior; when work autonomy is strong and employees’ status-competitive motivation is high, inclusive leadership has the most significant effect on creative territory behavior through harmonious work passion. The interaction among inclusive leadership, work autonomy, and status-competitive motivation is significant. The purpose of this study is to provide practical guidance for managers to reduce employees’ negative behaviors by optimizing the work environment and incentive strategies. Full article
(This article belongs to the Special Issue Leadership Development Programming and Assessment)
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