11 Leadership Development Learning to Lead Kouzes and Posner’s analysis (supported by two other major studies) of all responses suggests three major categories of opportunities for learning to lead. In order of importance they are : Trial and error (experience) Other People (role models) Education and formal training Kouzes and Posner (1987, p283) Executive Learning EQ + IQ + MQ

22 Leadership and Management Development Survey 2005 Management development is the entire structured process by which managers learn and improve their skills (CIPD, 2007) Time spent on development is on average of 6.5 days per manager each year (CMI, 2004) Includes: Less formal, work-based learning Formal training Education

33 Leader-Manager Spectrum Leader Outward Looking Manager Inward Looking Outcomes OutputsThroughputsInputs EffectivenessEfficiency Economy CIPD distinguishes the difference in leadership and management as between being more emotional (leadership) than rational (management)

44 Size of the Market (NI) Voluntary and Community Sector 4,500 organisations 29,000 paid employees 75,000 volunteers £614m total income (03/04) 65% total income is non-government Public Sector 188,000 employees (32,000 civil servants) Businesses by the Numbers 1,500 with >50 employees 2,300 with > 20 employees 4,100 with over 10 employees 59,600 with <10 employees Management and Leadership Development Strategy for N.I....every organisation should be required to have a management and leadership strategy

55 Are Small Organisations Different? Less likely to see the need Fewer resources Managers are more multi-functional May need to learn in different ways:- e.g. Work-based Coaching and mentoring Action learning.

66 Leadership Development Mismatch There is a mismatch between common practice in leadership development and what actually works (CIPD Survey of HR Professionals, 2005) Leaders are not well enough prepared: coaching and sharing experience would serve development better. UK Global Comparisons Leadership Forecast : Best practices for tomorrow’s global leaders, CIPD and Development Dimensions International, November 2005

77 Top Reasons for Leader Failure HR professionals regard poor results as being the main cause of leader failure (CIPD Survey of HR Professionals, 2005)

88 Routes to Leadership Most leaders worked their way up to the top (CIPD Survey of HR Professionals, 2005)

99 Leader Actions Getting Most Results HR professionals regard ‘passion for results’ even more important than people skills (CIPD Survey of HR Professionals, 2005)

10 Main techniques:- Work based methods Developing competencies Coaching Action learning Performance management/appraisal 360 degree feedback Learning from exemplars and role models Formal education and training Formal courses; modular and project based E-learning and blended learning Management education e.g. MBA and MSc Management development is a process and not a quick fix Leadership and Management Development

11 Leadership and Management Development Experiential and Action Learning Exposure to role models Action learning sets Executive shadowing Case studies Personal development Coaching and mentoring 360 degree feedback Self-assessment and diagnostic tests Self-directed learning Experimentation Transformative events and experiences Temporary systems Simulations Reflection and absorption Time to learn After action reviews Q? Level of Leadership? (Thomas and Cleese, 2005)

12 Leadership and Management Development Watch your thoughts; they become words. Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny. (Frank Outlaw)