Chapter Ten

Developing Leaders

Chapter 10 Developing Leaders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives
 Define the elements of leader development  Describe the elements of learning  Review areas that are addressed in leader development  Outline criteria of an effective development program  Present the methods used in leader development  Consider the role of culture in leader development  Summarize the role of the person and the organization in effective leader development

Chapter 10 Developing Leaders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Definitions
 Leader development
Expand a persons capacity to be effective in leadership role

 Leadership development
Focused on an organizations capacity to get work done through its leadership

Chapter 10 Developing Leaders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Levels of Leader Development

Person

Leader Development Leader development workshops Generic Supervisor and management training Executive development Self-exploration and personal growth Customized

Leadership Development Organization

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Factors in Learning
Willingness to learn: Motivation & readiness Capacity to learn: Ability or talent

Learning

Organizational Culture: Formal & informal support

Chapter 10 Developing Leaders

Development Experiences: Opportunity to learn

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The Content of Leader Development

 Basic knowledge  Personal growth  Skill development  Creativity  Strategic Issues

Chapter 10 Developing Leaders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Criteria for Effective Training

Assessment, Individual awareness and motivation Rich and challenging experiences Opportunity for practice Feedback and follow-up Support from organization Fit and integration with organization

Effective Training

Chapter 10 Developing Leaders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Other Conditions for Effective Development

 Clear objectives for the training  Objectives tied to organizational goals  Using a combination of tools and methods  Assessment of the training  Follow-up to support learning

Chapter 10 Developing Leaders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Methods of Leader Development

 Self-awareness  Experience  Coaching  Mentoring  Feedback intensive programs  Classroom education  Outdoor challenge
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SelfSelf-Awareness
 Cornerstone of development; starting point  Clarify values and priorities  Learn about strengths and weaknesses  Evaluation:
Assessment and awareness Not rich experience; opportunity to practice May have feedback and support May fit with organizational goals
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Experience
 Core of any development  Actually leading others is best way to learn  Can stretch and broaden leaders  Evaluation:
Richest development tool Satisfies most criteria organizational goals

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Developmental Relationships: Coaching

 Individualized and constructive feedback on specific behaviors and performance  Aim at future improvement of specific knowledge and skills  Evaluation:
Provides assessment, awareness, opportunity to practice, feedback and support, as well as fit with organization Not always new and rich experience
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Elements of Effective Coaching

 Individual readiness and willingness to learn  Consideration of wider organization context  Focus on performance and self-awareness  Sincere and caring process  Meaningful feedback  Supportive climate

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Developmental Experiences: Mentoring

 Individualized feedback about general issues rather than specific tasks  Use many different mentors  Can learn from anti-mentors  Learn about strengths and weaknesses  Evaluation:
Assessment and awareness Not rich experience, opportunity to practice, or specific feedback on learning May fit with organizational goals if formal
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Feedback Intensive Programs

 Provide extensive feedback about behavior often from multiple sources  Assess strengths and weakness and identify areas of change  Needs careful implementation for sensitive feedback  Evaluation:
Assessment and awareness Not rich experience, opportunity to practice, or specific feedback on learning May fit with organizational goals if formal
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Factors in Effective Feedback Programs

 Organizational buy-in  Confidentiality and careful administration  Well-trained facilitators  Focus on work-related behaviors  Clear goals  Feedback not tied to respondents  Follow-up  Combine with other methods
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Classroom Education
 Increase knowledge and information  Efficient way of conveying information to groups  Evaluation:
May provide awareness and assessment Not rich experience, opportunity to practice, or specific feedback on learning May fit with organizational goals if formal

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Outdoor Challenges
 Challenging physical experiences in groups  Done outside of regular environment  Evaluation:
Often entertaining Does not provide specific assessment May increase awareness Does not provide rich experience, opportunity to practice, specific feedback on learning, or clear fit with organizational goals
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Cultural Factors That May Impact Use of Leader Development Methods

 The communication context  Individualism-collectivism  Action-orientation  Tolerance of ambiguity  Perception of time  Power distance
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Gender and Diversity

 Lack of access to development may be one cause of lack of representation of women and minorities in leadership  Solutions include:
Opportunity to practice in single-identity environment Encouraging development relationships Focus on networking

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Organizational and Personal Factors in Development

Personal commitment and growth

Organizational commitment and resources

Fit between the person and the organization

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Leadership Challenge
Develop awareness of values and priorities Consider short- and long-term objectives Think about other creative solutions (e.g., moving within the organization) Decision must be based on clear personal awareness
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Leading Change: Howard Schultz

 Personal experience basis for caring organization  Extensive benefits  Training at all levels  Employees encouraged to adopt culture and stay true to themselves
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Leadership in Action: Colleen Barrett

 Responsible for strong culture at Southwest Airlines  Involved in personal mentoring and text  Personal attention  Formal and informal training  Focus on careful selection followed by extensive training  Focus on fit between person and organization
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 10 Developing Leaders Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 25