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ORG 30002 Leadership

Practice and skills Workshop – Week 6

Topic: Leadership

Development

Trends in leading and

development in the West

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Leadership Development

– Unless top-level management assigns a high priority to

developing leaders and succession planning, the company will

experience a steady attrition in talent

– Leadership talent can be developed – remember that leaders

are both born AND made

– Leadership development is often perceived in terms of

education and training, job experience, and coaching

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Components of Leader and

Leadership Development The development of leadership ability is a complex process

According to Conger (1992), who extensively studied “learning to lead,” successful leadership development programs and processes must be designed to address three features:

(1) Personal growth - relates to experiences that tap individuals’ personal needs interests, build self-esteem, and help clarify and develop individuals’ interests and motivation to lead

(2) Conceptual ability - entails developing individuals’ abilities to think about challenges, analyze a situation, provide a conceptual framing of a situation, stimulate intellectually, and develop novel and creative directions including deep learning

(3) Skill development - is focused on learning important behaviors and refining the use of skills that are important for the leadership role to offer insights to the followers/subordinates/group members

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Self-Help Leadership Development

❖ Self-awareness involves insightfully processing feedback about oneself to improve personal effectiveness

❖ Levels of self-awareness

▪ Single-loop learning

▪ Double-loop learning

❖ Self-discipline is mobilizing one’s efforts and energy to stay focused on attaining an important goal

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Single-Loop Learning

Versus Double-Loop Learning

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Personality and Self-

awareness

The use of personality typographies can assist the development

of self-awareness

1. Clarifying ones’ own values and priorities

2. Seeking new experiences

3. Seeking feedback

Two common typologies are:

• The Myers Briggs Inventory

• The Stanford Enneagram Discovery Inventory

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Factors Contributing to Leadership Development

❖ Education

❖ Experience – Challenging experiences – Broad experience

– Pivotal life experiences

❖ Mentoring – Formal

– Informal

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Education & Leadership

Position

▪ Formal education is positively correlated with achieving managerial and leadership positions

▪ Many people get the opportunity to hold a business leadership

position only if they have achieved a specified level of education

▪ Most leaders are intelligent, well-informed people who gather knowledge throughout their career

▪ Formal education and self-study provide them with information for

innovative problem solving

▪ Being intellectually alert also contributes to exerting influence through logical persuasion

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Leadership & Experience

– Without on-the-job experience, knowledge cannot readily be converted into skills

– Challenging leadership experience also helps build skills and insights that a person may not have formally studied

– The goal of leadership development is to provide meaningful development opportunities, not to push managers to the point where they are most likely to fail

– The two major developmental factors in any work situation are work associates and the task itself

– The tasks that do most to foster development are those that are more complex and ambiguous than a person has faced previously

– A sound approach to improving leadership effectiveness is to gain experience in different settings

– Multifunctional managerial development is an organisation’s intentional efforts to enhance the effectiveness of managers by giving them experience in multiple functions within the organisation

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Managing Oneself – Drucker (1999) “Success in the knowledge economy comes to those who know themselves their strengths, their values, and how they best perform” (100:1999).

“It takes far more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence” (101:1999)

- How Do I Perform?

– Am I a reader or a listener?

– How do I learn?

– What Are My Values?

– Where Do I Belong?

– What Should I Contribute?

– Course of Actions:

– Responsibility for Relationship

- The Second Half of Your Life:

“There is one prerequisite for managing the second half of your life: You must begin doing so long before you enter it” – (109:1999)

“Knowledge workers outlive organizations, and they are mobile” – (109:1999)

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Effective Leadership Behavior: What

We Know and What Questions Need More Attention - Gary Yukl (2012)

Hierarchical Taxonomy of Leadership Behaviors(page 68)Diana@2020

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Cultural values and Leader

Development

Cultural Value Potential Impact on Leader Development

The communication context

Communication of information; feedback provided; who provides the feedback; directness of message in case of assessment and self-development

Individualism-Collectivism Focus of development on the individual leader or on the group; professional setting for T&D

Action-orientation Content of development – hands-on training or on

theoretical understanding and conceptual development

Tolerance for ambiguity Exposure to challenging and changing times

Perception of time Focus on quick and short-term results or on long-term development

Power distance and equality

Development provided to all or only individuals identified as high potential; implementation of 360 degree feedback

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Types of Leadership Development Programs

❖ Feedback-Intensive Programs

❖ Skill-Based Programs

❖ Conceptual Knowledge and Awareness Programs

❖ Personal Growth Programs

❖ Socialization Programs

❖ Action Learning Programs

❖ Coaching and Psychotherapy

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A collective approach to

leadership development (Source: Dalakoura, 2010, p.436)

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Leadership development

practices… (Source: Groves, KS, 2006)

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Ways to support Leadership

Training of Subordinates

Before the training

– Inform subordinated about opportunities

– Explain the importance & benefits

– Relate the benefits from earlier participants

– Accommodate the work schedule

– Give time off to prepare for training

– Support preparation activities

– Request for conditional feedback after the training is completed

After the training – Discuss what was learned and how it can be applied

– Set specific objectives and action plans

– Offer assignments to apply newly learnt skills

– Hold periodic review sessions for monitoring progress

– Provide positive feedback for applying newly learnt skills

– Provide encouragement & coaching

– Include application of new skills in Performance appraisals

– Set an example for trainees by using the skills yourself

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Guidelines For Action And Skill

Development

An important method for enhancing both the acceptance and the effectiveness of leadership development is needs analysis, the diagnosis of needs for development

A needs analysis recognizes individual differences among leaders and future leaders

Sources of data for assessing leadership development needs include

(1) self-perceptions of developmental needs

(2) perceptions by others in the workplace

(3) psychological evaluation

(4) a statement of organizational needs for development

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Applying what you learn [Personal Development]

– Know yourself - Self awareness

– Openness to new experiences

– Consider volunteer work

– Seek feedback

– Focus on understanding your strengths

– Observe leaders around you

– Be persistent and practice

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Leadership Resiliency: Handling

Stress, Uncertainty, and Setbacks

Resilience is maintaining equilibrium under pressure - It is on of the most important skills for leaders at all levels to come to grips with

– The question is, ‘How do you face (adversity)?’

– Practices to Build Your Resilience

– Personal energy management.Manage your own resistance. “Show up,” give your best, and relinquish attachment to the outcome. Stay in the present.

– Shifting your lenses. Take charge of how you think about adversity. Understand your beliefs about the situation and choose your response. Exercise compassion for yourself and others.

– Sense of purpose. Develop a “personal why” that gives your life meaning. This helps you better face setbacks and challenges. Also, look for ways that crisis and adversity may connect to your larger life purpose.

[Source: https://www.ccl.org/articles/leading-effectively-articles/leadership-resiliency- handling-stress-uncertainty-and-setbacks/]

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How to Be More Resilient: Take

Better Care of Yourself

– Get enough sleep. What can you do to conserve energy? Get between 7.5 and 8.5 hours of sleep each night. Set a regular sleep schedule, even on weekends. Disconnect — and park those devices far from the bed. Create a relaxing environment that’s dark, cool, and quiet.

– Prioritize exercise. What can you do to increase your physical energy? During the workday, get up and move every 90 to 120 minutes. Suggest a walking meeting. Climb stairs instead of taking the elevator.

– Play brain games. What can you do to overcome mental fatigue and exhaustion? Learn anything new. Solve a challenging puzzle. Find positive distractions such as hobbies or meditation.

– Control your emotions. What can you do to become more conscious of emotional triggers? Figure out who and what pushes your buttons. Step away, slow down, or enlist an ally to help you control your reactions and choose your response. Create a gratitude journal. Cultivate kindness by doing something nice for someone else.

– Enhance social connections. What can you do to create more meaningful and productive relationships? Ask a colleague for advice, give positive feedback, or share something you recently learned about yourself.

Reflect on Your Experiences to Increase Resilience

– Recall a time in your personal or professional life when you were able to rise above a difficult situation. Then ask yourself:

– What happened?

– What was I thinking and feeling at the time?

– How did I get through it?

– What did I do that helped me get through that situation?

– What did I learn from the experience that has made me a more resilient person today?

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Source: https://www.ccl.org/articles/leading-effectively-articles/leadership-resiliency-handling-stress-uncertainty-and-setbacks/

Challenges of Being a New

Leader

 Time management

 Overcoming resentment

 Building relationships quickly enough

 Being realistic about the process

 Becoming comfortable with unpopularity

 Leader vs Leadership…???

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Critical approaches to Leadership

– The development of leadership practice from a relational, social and situated perspective ‘becoming’ adopting a culture of reflective practices and engage in behaviours that are learned from experiences

– Leadership learning and development should ‘reconnect with context’ and community and become inclusive of critical and creative views of the society

– The emerging critical strand of the leadership literature suggests that leadership development and learning should avoid presenting leadership as a fixed identity or role, instead encouraging an awareness of multiple roles i.e., leader, follower and both

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