Leadership and Leadership Development

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• Leadership and Leadership Development

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Interview Questions for Participants

• What are your goals for this course?
• How can I best help you achieve your goals?
• Do you have any reservations about the course?
• Whats the best thing that could happen in the
  course? The worst?
• What resources do you bring to this leadership
  course?
• What norms or groundrules should we set?

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Sample Interview Questions for the prof

• What are your teaching objectives for the course?
• Your theory of learning?
• Your approach to grading?
• Your expectations of us?
• Your role in the classroom?
• Anything else important or that youre curious
  about

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Leaders

• Individuals who
• establish direction for a group
• gain the group members commitment
• motivate them to achieve goals to move in that
  direction

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Leadership

• The influencing process of leaders and followers
  to achieve organizational objectives through
  change

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Managers vs. Leaders
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ARE LEADERS BORN OR MADE?
Research says some are born with
leadership potential that they then develop.
People can develop their leadership skills with
hard work.
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There may be born leaders, but there surely are
far too few to depend on them. Peter
Drucker
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Traits of Successful Business Leaders

• Drive
• Honesty and integrity
• Motivation to be a leader
• Self-confidence
• Cognitive ability
• Knowledge of the business
• Creativity
• Flexibility

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CAN EVERYONE LEARN TO BE A LEADER?
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Behavioral Leadership Theory

• Attempt to explain distinctive styles used by
  effective leaders, or to define the nature of
  their work

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Leader Behaviors
Task

• Initiating structure)organizing and defining
  what group members should be doing to maximize
  output
• Considerationcreating mutual respect or trust
  concerned with group members needs and desires

People
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Contingency Leadership Theories

• Attempt to explain the appropriate leadership
  style based on the leader, followers, and
  situation.

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Continuum of Leadership Behavior
Group Centered
Leader Centered
Use of authority by leader
Area of freedom of the group
Leader decides, announces decision
Sells decision to group
Gives group as much freedom as possible to define
problem and decide
Presents problem and boundaries, group decides
Presents problem, asks for ideas, decides
Presents tentative decision, consults group, and
decides
Announces decision, permits questions
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Integrative Leadership Theories

• Attempt to combine the trait, behavioral, and
  contingency theories to explain successful,
  influencing leader-follower relationships.

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Transactional vs. Transformational Leadership

• Transactional
• Tit for tat leaders who motivate employees with
  promises, rewards, and threats

• Transformational
• Value-driven change agents who emphasize the
  importance of tasks and motivate employees with a
  vision to go beyond self-interest for the good of
  the organization.

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Think of four leaders you have observed or read
about. Write down ways they behave differently.
Be specific.

• Leader 1
• ________________
• ________________
• ________________
• Leader 2
• ________________
• ________________
• ________________

• Leader 3
• ________________
• ________________
• ________________
• Leader 4
• ________________
• ________________
• ________________

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Rank the characteristics you identified according
to how important they are to a leaders
effectiveness.How would you rate yourself on
these characteristics?
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Draw a figure that illustrates your implicit
theory of leadership
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Learning Objectives

• Understand how to use coaching, mentoring, action
  learning, special assignments, simulations, and
  360 degree feedback.
• Understand the benefits and limitations of
  leadership training and development.

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Learning Objectives

• Understand the organizational conditions that
  facilitate leadership training.
• Understand what leaders can do to encourage and
  facilitate the leadership development of their
  subordinates.
• Understand how leaders develop their skills.

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What is taught in College -THE SEVEN Cs

• Individual Values
• Consciousness of self
• Congruence
• Commitment
• Group Values
• Collaboration
• Common Purpose
• Controversy with Civility
• Community Values
• Citizenship
• ( Social change Model of Leadership Development,
  higher Education Research Institute, UCLA 1996)

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BEST PRACTICES - CORPORATE LEADERSHIP

• Build around a single well-delineated leadership
  model
• Use a participant selection process with clear
  criteria
• Conduct pre-course preparation (exercises/material
  s to encourage self reflection)
• Use personalized 360-degree feedback
• Use multiple learning methods

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A Systems Perspective on Leadership Development
Formal Training
Developmental Activities
Self-Help Activities
Ways to Acquire Leadership Competencies
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Leadership Training Programs

• Outside seminars and workshops
• Executive MBAs
• Management training centers
• Corporate universities

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Designing Effective Training

• Clear learning objectives.
• Clear, meaningful content.
• Appropriate sequencing of content.
• Appropriate mix of training methods.
• Opportunity for active practice.
• Relevant, timely feedback.
• Trainee self-confidence.
• Appropriate follow-up activities.

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Special Techniques for Leadership Training

• Behavior Role Modeling
• Case Discussion
• Business Games and Simulations

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Learning from Experience

• Amount of Challenge
• Variety of Tasks or Assignments
• Relevant Feedback

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Developmental Activities

• Multi-source feedback workshops
• Developmental assessment centers
• Special assignments
• Personal growth programs

• Job rotation
• Action learning
• Mentoring
• Executive coaching
• Outdoor challenge programs

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Figure 13-1 Sources of Information for 360
Degree Feedback
Ratings by Bosses
Ratings by Clients or Other Outsiders
Leader Self-Ratings
Ratings by Peers
Ratings by Subordinates
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Self-Help Activities

• Develop a personal vision of career objectives.
• Seek appropriate mentors.
• Seek challenging assignments.
• Improve self monitoring.

• Seek relevant feedback.
• Learn from mistakes.
• Learn to view events from multiple perspectives.
• Be skeptical of easy answers.

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Facilitating Conditions for Leadership Development

• Support by the Boss
• Learning Climate
• Developmental Criteria for Placement Decisions

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Discussion Question

• Are there any other conditions that influence
  leadership development in organizations that you
  have observed?

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Summary

• Leadership skills can be taught in courses and
  workshops by universities, consulting firms, and
  organization training centers.
• The importance of learning from experience on the
  job is now widely acknowledged.
• Many developmental techniques exist that may
  increase learning from experience.
• The extent that competencies are acquired depends
  on the activity, the facilitating conditions, and
  the managers qualities.

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Team Question

• Which techniques will you use in your team
  training project?