For organizations wanting to develop evidence based tailor made leadership practices or wanting to critically reflect on existing practices.
TFLI defines with the customer applied research. In a first phase the research project is defined in terms of questions and outcomes. This phase leads to a detailed budget and planning. The research itself can be qualitative and/or quantitative and ad hoc or longitudinal. In the last phase of the project the results are shared and discussed for further implications.
The new deal for leaders
What remains of leadership in organizations that implement self-directed collaboration? And how do you develop the existing leadership staff during the implementation of self-directed collaboration? These are the research questions in a project of Flanders Synergy, The Future Leadership Initiative and K.U.Leuven that will take three years (2015-2017).
Researchers: Koen Marichal (TFLI), Seth Maenen (Flanders Synergy)
Promotor: Dr. Jeroen Stouten, K.U.Leuven
Project leader: Dr. Karen Wouters (Flanders Synergy, TFLI)
Topics: leadership development, empowering leadership, leadership structure, leader identity
From middle to middle manager leader
Middle managers must no longer solely implement the strategy of senior management but also come up with alternative strategies themselves. They should transform managers into leaders. This longitudinal study examines whether the Master Class for Middle Managers program is making this happen .
Researchers : Prof. Dr. Jesse Segers , Daan Sorgeloos
Topics : development , leadership , identity , middle managers
The role of the leader in the type of team ambidexterity
This study investigates the influence of cognitive , emotional and behavioral characteristics of the manager on the way he / she organizes his team to function in an ambidextrous way. An ambidextrous team is both efficient and innovative.
Researcher: Nele Cannaerts
Director : Prof. Dr. Jesse Segers , Prof. Dr. Paul Matthyssens
Topics : Ambidexterity , Teams , Leadership
Leadership development in the care sector
The care sector is in structural change because of e.g. budget restrictions, increased demand and policies. There is need for integration of care services into networks and talent management. These changes demand leadership. With this research we want to map how leadership is developed today in the care sector. This can help to prioritise and focus efforts in leadership development.
Researchers: Dr. Sofie Rogiest, Koen Marichal (TFLI)
Think tank with representatives of the sector
Topics: leadership development, leadership in care
Distributed leadership: The dynamics of balancing leadership with followership
We are preparing two contributions for the book “Distributed leadership: The dynamics of balancing leadership with followership”, edited by Dr. Neha Chatwani, to be published in 2017 by Palgrave. One contribution will be the theoretical exploration of shared leadership and organisational structure. The other contribution will report the results of research about the impact of the implementation of shared leadership on the identity of the vertical leaders.
Researchers: Drs. Koen Marichal and Dr. Jesse Segers
Topics: shared leadership, leader identity, leadership development, organizational structure