Leadership Development

Overview

Leadership development refers to any activity that enhances the quality of leadership within an individual or organization. These activities have ranged from MBA style programs offered at university business schools to action learning, high-ropes courses and executive retreats.

Developing Individual Leaders

Traditionally, leadership development has focused on developing the leadership abilities and attitudes of individuals.

People are not all born with the same potential to lead well anymore than people do not all have the same ability to play football like Zinedine Zidane or sing like Luciano Pavarotti. Different personal characteristics can help or hinder a person's leadership effectiveness and require formalized programs for developing leadership competencies Yet, everyone can develop their leadership effectiveness. Achieving such development takes focus, practice and persistence more akin to learning a musical instrument than reading a book.

Classroom style training and associated reading is effective in helping leaders to know more about what is involved in leading well. Yet knowing what to do and doing what you know are two very different outcomes, as highlighted by management expert Henry Mintzberg. It is estimated that as little 15% of learning from traditional classroom style training results in sustained behavioral change within the workplace.

The success of leadership development efforts has been linked to three variables:

Individual learner characteristics
The quality and nature of the leadership development program
Genuine support for behavioural change from the leader's supervisor

Officer training academies such as the US Military Academy at West Point, go to great lengths to only accept candidates who show the highest potential to lead well. Personal characteristics that associated with successful leadership development include leader motivation to learn, a high achievement drive and personality traits such as openness to experience, an internal locus of control, self-monitoring.

Development is also more likely to occur when the design of the development program:

Integrates a range of developmental experiences over a set period of time (eg 6-12 months). These experiences may include 360 degree feedback, experiential classroom style programs, business school style coursework,executive coaching, reflective journaling, mentoring and more.
Involve goal setting, following an assessment of key developmental needs and then evaluate the achievement of goals after a given time period.

Among key concepts in leadership development one may find: - Experiential learning: positioning the individual in the focus of the learning process, going through the four stages of experiential learning as formulated by David A. Kolb: 1. concrete experience 2. observation and reflection 3. forming abstract concept 4. testing in new situations. - Self efficacy: The right training and coaching should bring about 'Self efficacy' in the trainee, as Albert Bandura formulated: A persons belief about his capabilities to produce effects - Visioning: Developing the ability to formulate a clear image of the aspired future of an organization, unit.

Developing Leadership At A Collective Level

More recently organizations have come to understand that leadership can also be developed by strengthening the connection between and alignment of the efforts of individual leaders and the systems through which they influence organizational operations. This has led to a differentiation between leader development and leadership development. Leader development focuses on the development of the leader, such as the personal attributes desired in a leader, desired ways of behaving, ways of thinking or feeling. In contrast, leadership development focuses on the development of leadership as a process. This will include the interpersonal relationships, social influence process, and the team dynamics between the leader and his/her team at the dyad level, the contextual factors surrounding the team such as the perception of the organizational climate and the social network linkages between the team and other groups in the organization.

One practical example of developing leadership, specifically so as to influence an organization's safety culture is described by Burman & Evans.

Both forms of development may mutually influence each other, as exemplified in the concept of "Deep Change" in Robert E. Quinn's 1996 book of the same title.

Leadership development can build on the development of individuals (including followers) to become leaders. In addition, it also needs to focus on the interpersonal linkages between the individuals in the team.

In the belief that the most important resource that an organization possesses is the people that comprise the organization, some organizations address the development of these resources (even including the leadership).

Succession Planning

The development of "high potentials" to effectively take over the current leadership when their time comes to exit their positions. This type of leadership development usually requires the extensive transfer of an individual between departments. In many multinationals, it usually requires international transfer and experience to build a future leader. Succession planning requires a sharp focus on organization's future and vision, in order to align leadership development with the future the firm aspires to create. Thus successive leadership development is based not only on knowledge and history but also on a dream. For such a plan to be successful, a screening of future leadership should be based not only on "what we know and have" but also on "what we aspire to become". Persons involved in succession planning should be current leadership representing the vision and HR executives having to translate it all into a program. According to Meir Jacob and Amit Cohen (1995) three critical dimensions should be considered: 1. Skills and knowledge 2. Role perception and degree of acceptance of leading role 3. Self efficacy (Albert Bandura). These three dimensions should be a basis of any leadership succession programme.

Leadership Qualities - 10 Ways to Identify a Promising Person

The most gifted athletes rarely make good coaches. The best violinist will not necessarily make the best conductor. Nor will the best teacher necessarily make the best head of the department.

So it's critical to distinguish between the skill of performance and the skill of leading the performance, two entirely different skills.

It's also important to determine whether a person is capable of learning leadership. The natural leader will stand out. The trick is identifying those who are capable of learning leadership over time.

Here are several traits to help identify whether someone is capable of learning to lead.

Leadership in the past. The best predictor of the future is the past. When I was in business, I took note of any worker who told me he was superintendent of a school or a deacon in his church or a Boy Scout leader. If he showed leadership outside of the job, I wanted to find out if he had some leadership potential on the job.
The capacity to create or catch vision. When I talk to people about the future, I want their eyes to light up. I want them to ask the right questions about what I'm talking about.
The founder of Jefferson Standard built a successful insurance company from scratch. He assembled some of the greatest insurance people by simply asking, "Why don't you come and help me build something great?"
A person who doesn't feel the thrill of challenge is not a potential leader.
A constructive spirit of discontent. Some people would call this criticism, but there's a big difference in being constructively discontent and being critical. If somebody says, "There's got to be a better way to do this," I see if there's leadership potential by asking, "Have you ever thought about what that better way might be?" If he says no, he is being critical, not constructive. But if he says yes, he's challenged by a constructive spirit of discontent. That's the unscratchable itch. It is always in the leader.
People locked in the status quo are not leaders. I ask of a potential leader, Does this person believe there is always a better way to do something?
Practical ideas. Highly original people are often not good leaders because they are unable to judge their output; they need somebody else to say, "This will work" or "This won't."
Brainstorming is not a particularly helpful practice in leadership, because ideas need to stay practical. Not everybody with practical ideas is a leader, of course, but leaders seem to be able to identify which ideas are practical and which aren't.
A willingness to take responsibility. One night at the end of the second shift, I walked out of the plant and passed the porter. As head of operations, I had started my day at the beginning of the first shift. The porter said, "Mr. Smith, I sure wish I had your pay, but I don't want your worry." He equated responsibility and worry. He wanted to be able to drop his responsibility when he walked out the door and not carry it home. That's understandable, but it's not a trait in potential leaders. I thought about the porter's comment driving home. If the vice-president and the porter were paid the same money, I'd still want to be vice-president. Carrying responsibility doesn't intimidate me, because the joy of accomplishment-the vicarious feeling of contributing to other people-is what leadership is all about.
A completion factor. I might test somebody's commitment by putting him or her on a task force. I'd find a problem that needs solving and assemble a group of people whose normal responsibilities don't include tackling that problem. The person who grabs hold of the problem and won't let go, like a dog with a bone, has leadership potential. This quality is critical in leaders, for there will be times when nothing but one's iron will says, "Keep going." Dale Carnegie used to say, "I know men in the ranks who will not stay in the ranks. Why? Because they have the ability to get things done." In the military, it is called "completed staff work." With potential leaders, when the work comes in, it's complete. The half-cooked meal isn't good enough.
Mental toughness. No one can lead without being criticized or without facing discouragement. A potential leader needs a mental toughness. I don't want a mean leader; I want a tough-minded leader who sees things as they are and will pay the price. Leadership creates a certain separation from one's peers. The separation comes from carrying responsibility that only you can carry. Years ago, I spoke to a group of presidents in Columbus, Ohio, about loneliness in leadership. One participant, president of an architectural firm, came up afterward and said, "You've solved my problem." "What's your problem?" I asked. "My organization's always confused," he said, "and I didn't know why. It's because I don't like to be lonely; I've got to talk about my ideas to the rest of the company. But they never know which ones will work, so everybody who likes my idea jumps to work on it. Those who don't, work against it. Employees are going backward and forward-when the idea may not even come about at all." Fearing loneliness, this president was not able to keep his ideas to himself until they were better formulated. A leader must be able to keep his or her own counsel until the proper time.
Peer respect. Peer respect doesn't reveal ability, but it can show character and personality. Trammell Crow, one of the world's most successful real estate brokers, said that he looks for people whose associates want them to succeed. He said, "It's tough enough to succeed when everybody wants you to succeed. People who don't want you to succeed are like weights in your running shoes." Maxey Jarmen used to say, "It isn't important that people like you. It's important that they respect you. They may like you but not follow you. If they respect you, they'll follow you, even if perhaps they don't like you."
Family respect. I also look at the family of a potential leader: Do they respect him or her? Fifteen years ago, my daughter said, "Dad, one thing I appreciate is that after you speak and I walk up, you are always attentive to me. You seem proud of me." That meant a lot to me. If respect isn't there, that's also visible. The family's feelings toward someone reveal much about his or her potential to lead.
A quality that makes people listen to them. Potential leaders have a "holding court" quality about them. When they speak, people listen. Other people may talk a great deal, but nobody listens to them. They're making a speech; they're not giving leadership. I take notice of people to whom others listen.