• Dr. Abhishek Kumar
• Dr. Neha Vashistha
• Neha Rani
• Dr. Neha Yajurvedi

Particularly among practitioners, there is a lot of interest in leadership development. Nonetheless, there is a mismatch between the practice of leadership development and its scientific basis, as well as conceptual misunderstanding about the differences between leader and leadership development. The current review examines the field of leadership development through three lenses: (1) understanding the distinction between leader development and leadership development (conceptual context); (2) reviewing how state-of-the-art development is carried out in the context of ongoing organizational work (practice context); and (3) summarizing previous research with implications (research context). The main goal is to demonstrate how important it is to create both human and social capital in companies, bridging the gap between practice and research of leadership development. 360-degree feedback and executive coaching, mentorship and networking, and job assignments and action learning are all examples of specific methods that are examined. Practices and research are framed in terms of a general need to connect leader development, which is mainly focused on improving human capital, with leadership development, which focuses on fostering social capital in companies.

Executive Coaching, Leadership, Managerial Growth, Management Skills, Personality Traits.

"A Contextual Review of Leadership Development", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.5, Issue 8, page no.19-24, August-2018, Available :http://www.jetir.org/papers/JETIRFF06004.pdf

"A Contextual Review of Leadership Development", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.5, Issue 8, page no. pp19-24, August-2018, Available at : http://www.jetir.org/papers/JETIRFF06004.pdf