Leadership Development

Two themes from the study of new managers Become a manager requires a profound psychological adjustment, a transformation Becoming a manger is a process of learning from experience

McCall: The essence of development is that diversity and adversity beat repetition every time. The more dramatic the change in skill demands, the more severe the personnel problems, the more the bottom line pressure, and the sinuous and unexpected the turns in the road, the more opportunity there is for leaning. Unappealing as that may seem, being shocked and pressured and having problems with other people teach the most. For future executives, comfortable circumstances are hardly the road to the top.

Three Components of Leadership Development: Technical Knowing what good instruction is Understanding curriculum and pedagogy Grasp of developmental psychology Ability to offer differentiated instruction Operational and financial skills Adapted from Linda A. Hill (2003) Managerial Working with people (both individuals and teams) Knowing how to motivate others Capacity to manage complexity and change Ability to see the enterprise as a whole including internal and external interdependencies Personal Capacity to cope with stress and emotion Self-knowledge Balancing strengths and weaknesses Transformation of identity

Stretch Assignments Becoming A Manager, Linda A. Hill (2003)