Leadership and management development post-war: exploring future trends

Abstract

Purpose

The purpose of this paper is to explore and understand current challenges and future trends in leadership and management development that can help practitioners in post-wars periods, using evidence from Syrian public sector.

Design/methodology/approach

Qualitative method design is used for data collection: semi-structured interviews with 24 senior managers in the public sector.

Findings

The findings revealed that the current challenges includes egos, technological hurdles, financial constraints, instability and the different expectations of new and old staff; future trends include developing collective leadership, technology literacy applications for effective leadership development, focusing on self-learning and development, focusing on creativity and innovation for transferring learning and development and targeting both vertical and horizontal learning and development.

Research limitations/implications

Research data have been collected with managers working in an unstable environment. Only the public sector has been involved in the study. There were a number of limitations, e.g. selection of participant sample size and exploratory methodology, which affect generalizing the findings.

Practical implications

The implication of the current study is practical in nature. Essentially, post-war governments can use the results of the current study to help leaders and managers develop and implement effective strategies to meet their enormous and urgent needs.

Originality/value

Leadership/management development has become a strategic issue in post-war countries, acting as the key element in the stage of extensive reconstruction of damaged infrastructure, and the restoration and restructuring of social services in former conflict zones, and the restoration and restructuring of economy and many other roles.

Citation

Megheirkouni, M. (2018), "Leadership and management development post-war: exploring future trends", International Journal of Organizational Analysis, Vol. 26 No. 1, pp. 107-128. https://doi.org/10.1108/IJOA-06-2017-1176