Topic 18Topic 18Leadership Development and Succession

Leadership DevelopmentLeadership Development“Leadership and learning are indispensable to each other.”

~John F. Kennedy

Leadership is developed Leadership is developed through:through:ExperienceEducationSelf-Awareness

Sources of ExperienceSources of ExperienceSources of Experience – The

two major developmental factors in any work situation are work associates and the task itself. Work associates can serve as positive or negative models. Work-related tasks give the leader an opportunity to become an effective and innovative problem solver.

Learning from ExperienceLearning from ExperienceAmount of ChallengeVariety of Tasks or

AssignmentsRelevant Feedback

Broad ExperienceBroad ExperienceBroad Experience- Many aspects of

leadership are situational. Gaining managerial experience in different settings is therefore advantageous. Multifunctional managerial development is an organization’s intentional efforts to enhance the effectiveness of managers by giving them experience in multiple organizational functions.

MentoringMentoringOur experience is strengthened

through mentoring.

MentoringMentoringInformal mentoring

◦Occurs when a protégé and mentor build a long-term relationship based on friendship, similar interests, and mutual respect.

Formal mentoring◦Occurs when the organization assigns

a relatively inexperienced but high-potential leader to one of the top executives in the company.

MentoringMentoringLeadership practitioners should

look for opportunities to build mentoring relationships with senior leaders whenever possible.

MentoringMentoringCoaching often comes from a mentor,

a more experienced person who develops a protégé’s abilities through tutoring, coaching, guidance, and emotional support. A mentor is often a person’s manager, but it can also be a staff professional or a co-worker. Mentoring is traditionally thought of as an informal relationship based on compatibility between two personalities. Yet a current study found that 31 out of 79 supervisory protégés were classified as formal.

Definition of CoachingDefinition of CoachingCoaching is a process used to

encourage employees to accept responsibility for their performance, enable them to achieve and sustain superior performance, and treat them as partners in working toward organizational goals.

Coaching Coaching (continued)(continued)Formal Coaching

◦One-on-one relationship between the manager and the coach.

Informal Coaching – five steps:◦Forge a partnership◦Inspire commitment◦Grow skills◦Promote persistence◦Shape the environment

Useful Factors in Useful Factors in CoachingCoaching

The Need for CoachingThe Need for CoachingManagers are increasingly being

called upon to function as performance coaches for their employees.

Many managers and supervisors are frustrated by their attempts to manage employee performance.

Coaching is a positive approach to managing performance.

Skills Necessary for Effective Skills Necessary for Effective CoachingCoachingCommunication

Interpersonal Skills

Demonstrating commitment to and respect for the employees

Leadership Development Leadership Development through Education and through Education and TrainingTraining

University Courses

Leadership Training Programs

Management EducationManagement EducationManagement education is the

acquisition of a broad range of conceptual knowledge and skills in formal classroom settings in degree-granting institutions

Bachelor’s or Master’s degree programs in business administration

Executive education programs

Management Management DevelopmentDevelopmentManagement development is an

organization’s conscious effort to provide its managers and potential managers with opportunities to grow, learn, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.

Management Management Development Development (cont.)(cont.)Strategies used to develop

managers include management education, management training, and on-the-job experiences.

Management development activities account for approximately 30% of all funds budgeted for training by organizations.

Management Training and Management Training and ExperiencesExperiencesCompany-designed courses

Company academics or “colleges”

On-the-job experiences

Designing Effective Designing Effective TrainingTraining

Clear learning objectivesClear, meaningful contentAppropriate sequencing of

contentAppropriate mix of training

methods

Designing Effective Designing Effective TrainingTraining

Opportunity for active practiceRelevant, timely feedbackHigh trainee self-confidenceAppropriate follow-up activities

Special Techniques for Leadership Special Techniques for Leadership TrainingTrainingBehavior Role Modeling

◦Uses a combination of demonstrations and role playing

◦Based on social learning theory◦One of the most effective training

methods for managers

Special Techniques for Leadership Special Techniques for Leadership TrainingTrainingBusiness Games and

Simulations◦Requires trainees to analyze

complex problems and make decisions

◦Evidence of its usefulness◦Serious limitations in most large-

scale simulations

Special Techniques for Leadership Special Techniques for Leadership TrainingTrainingCase Discussions

◦ Clarify expectations for trainees. ◦ Ask questions to encourage and facilitate

participation in the discussion. ◦ Emphasize the complexity of problems and the

desirability of identifying alternative remedies.◦ Use different diagnoses as an opportunity to

demonstrate how people approach a problem with different assumptions, biases, and priorities.

◦ Ask trainees to relate the case to their work experience.

◦ Vary the composition of discussion groups to expose trainees to different points of view.

Developmental ActivitiesDevelopmental ActivitiesMultisource feedbackDevelopmental assessment

centersDevelopmental assignmentsJob rotation programsAction learning

Sources of Information for 360-Sources of Information for 360-Degree FeedbackDegree Feedback

Types of Leadership Types of Leadership Development ProgramsDevelopment ProgramsFeedback-Intensive ProgramsSkill-Based ProgramsConceptual Knowledge ProgramsPersonal Growth ProgramsSocialization ProgramsAction Learning ProgramsCoaching and Psychotherapy

Continuum of Practical Options for Continuum of Practical Options for Multifunctional Managerial Multifunctional Managerial DevelopmentDevelopment

Self-AwarenessSelf-Awareness

Leadership Development Through Self-Awareness◦ An important mechanism underlying self-

development is self-awareness, insightfully processing feedback about oneself to improve personal effectiveness. Self-awareness occurs at two levels. Single-loop learning occurs when learners seek minimum feedback that might substantially confront their basic ideas or actions. Single-loop learners think defensively. Double-loop learning is an in-depth type of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation.

Single-Loop LearningSingle-Loop LearningSingle-loop learners seek

relatively little feedback that may significantly confront their fundamental ideas or actions.◦Individuals learn only about subjects

within the “comfort zone” of their belief systems.

Double-Loop LearningDouble-Loop LearningDouble-loop learning involves a

willingness to confront one’s own views and an invitation to others to do so, too.◦Openness to information and power

sharing with others can lead to better recognition and definition of problems, improved communication, and increased decision-making effectiveness.

Self-Help Leadership Self-Help Leadership DevelopmentDevelopmentSelf-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

Single-Loop Learning Versus Single-Loop Learning Versus Double-Loop LearningDouble-Loop Learning

Self-DisciplineSelf-DisciplineLeadership Development

Through Self-Discipline◦Leadership development requires

considerable self-discipline, mobilizing one’s effort and energy to stay focused on attaining an important goal. Self-discipline plays an important role in the continuous monitoring of one’s behavior to ensure that needed self-development occurs.

Self-Help ActivitiesSelf-Help ActivitiesDevelop a personal vision of

career objectives.Seek appropriate mentors.Seek challenging assignments.Improve self-monitoring.

Self-Help ActivitiesSelf-Help ActivitiesSeek relevant feedback.Learn from mistakes.Learn to view events from

multiple perspectives.Be skeptical of easy answers.

Systems Perspective on Leadership Systems Perspective on Leadership DevelopmentDevelopment

Relationship Among ApproachesIntegrating Developmental Activities

Creating a Learning Creating a Learning ClimateClimate

◦Make job assignments that allow people to pursue their interests and learn new skills

◦Establish work schedules that allow enough free time to try new methods

◦Provide financial support for continuing education by employees

◦Arrange special speakers and skills workshops for employees

◦Establish a sabbatical program to allow employees to renew themselves

Creating a Learning Creating a Learning ClimateClimate

◦Establish a career counseling program to help employees develop self-awareness and find ways to achieve their full potential

◦Establish voluntary skill assessment and feedback programs

◦Make pay increases partly dependent on skill development

◦Provide awards for innovations and improvements

◦Use symbols and slogans that embody values

Leadership SuccessionLeadership SuccessionAn orderly process of identifying

and grooming people to replace managers

Succession planning is linked to leadership development in two ways◦Being groomed as a successor is part

of leadership development◦The process of choosing and

fostering a successor is part of a manager’s own development

Developing a Pool of Developing a Pool of SuccessorsSuccessorsEvaluate the extent of an

organization’s pending leadership shortage

Identify needed executive competencies

Identify high-potential individuals for possible inclusion in the pool

Establish an individually tailored developmental program for each potential candidate

Developing a Pool of Developing a Pool of Successors Successors (cont’d)(cont’d)Select and place people into

senior jobs based on their performance, experience, and potential

Continuously monitor the program and give it top management support

Leadership PipelineLeadership Pipeline

A model of leadership development that tightly links leadership development with management responsibilities at each level of the organization

Six Levels of the Leadership Six Levels of the Leadership Pipeline (at GE)Pipeline (at GE)1. Managing individual

contributions2. Managing managers3. Being a functional manager4. Being a business manager5. Being a group manager6. Being an enterprise manager

SummarySummaryLeadership and management

development are widely practiced in many firms

Leadership development may include self-development or an organizationally supported leadership development program

Education, leadership experience, and mentoring are all contributors to leadership development

Summary Summary (cont’d)(cont’d)

There are many different types of leadership development programs

The evaluation of a leadership development program can take a traditional approach, specifying objectives and then measuring whether they were met, or a domain of impact approach, examining the ranges of possible effects a program might have

Summary Summary (cont’d)(cont’d)

Leadership succession is linked to leadership development

Middle managers are likely to be the next top business leaders

Characteristics of Successful Characteristics of Successful LeadersLeaders

Ability to develop or adaptEstablish collaborative relationsAbility to build and lead a teamNon-authoritarian

Characteristics of Successful Characteristics of Successful LeadersLeaders

Consistent exceptional performance

Ambitious

Characteristics of Derailed Characteristics of Derailed LeadersLeadersInability to develop or adapt

Poor working relations

Inability to build and lead a team

Characteristics of Derailed Characteristics of Derailed LeadersLeaders

Authoritarian

Poor performance

Too ambitious