Developing Leadership Skills Chapter 14 Developing Leadership Skills

Learning Objectives Understand the importance of leadership training and development in organizations Understand how to use coaching, mentoring, action learning, special assignments, simulations, and 360-degree feedback Understand the benefits and limitations of the primary methods for leadership training and development Understand the findings in research conducted to evaluate the methods

Learning Objectives (Cont.) Understand the organizational conditions that facilitate leadership training and development Understand what leaders can do to encourage and facilitate the leadership development of their subordinates Understand what leaders can do to develop their own skills Understand why leader development should be integrated with human resource management and strategic planning

Designing Effective Training Clear learning objectives Clear, meaningful content Appropriate sequencing of content Appropriate mix of training methods

Designing Effective Training (Cont.) Opportunity for active practice Relevant, timely feedback High trainee self-confidence Appropriate follow-up activities

Table: Conditions for Successful Thinking

Special Techniques for Leadership Training Behavior 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 Training (Cont.) Case 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.

Special Techniques for Leadership Training (Cont.) Business Games and Simulations Requires trainees to analyze complex problems and make decisions Evidence of its usefulness Serious limitations in most large-scale simulations

Learning from Experience Amount of Challenge Variety of Tasks or Assignments Relevant Feedback

Table: Activities for Facilitating Leadership Development

Developmental Activities Multisource feedback Developmental assessment centers Developmental assignments Job rotation programs Action learning

Sources of Information for 360-Degree Feedback Figure: Sources of Information for 360-Degree Feedback.

Developmental Activities (Cont.) Mentoring Executive coaching Outdoor challenge programs Personal growth programs

Self-Help Activities Develop a personal vision of career objectives. Seek appropriate mentors. Seek challenging assignments. Improve self-monitoring.

Self-Help Activities (Cont.) Seek relevant feedback. Learn from mistakes. Learn to view events from multiple perspectives. Be skeptical of easy answers.

Supporting Leadership Training Before the Training Inform subordinates about opportunities to get training Explain why the training is important and beneficial Ask others who received the training to explain how it was useful

Supporting Leadership Training Before the Training (Cont.) Change the work schedule to make it easier to attend training Give a subordinate time off if necessary to prepare for the training Support preparation activities such as distribution of questionnaires Tell subordinates they will be asked to report on what was learned

Supporting Leadership Training After the Training Meet with the person to discuss what was learned and how it can be applied Jointly set specific objectives and action plans to use what was learned Make assignments that require use of newly learned skills Hold periodic review sessions to monitor progress in applying learning

Supporting Leadership Training After the Training (Cont.) Provide praise for applying the skills Provide encouragement and coaching when difficulties are encountered Include application of new skills in performance appraisals Set an example for trainees by using the skills yourself

Facilitating Conditions for Development Support by the Boss Learning Climate Developmental Criteria for Placement Decisions

Creating a Learning Climate 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 Climate (Cont.) 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

Systems Perspective on Leadership Development Relationship Among Approaches Integrating Developmental Activities Figure: Three ways to Acquire Leadership Competencies.

Copyright © 2010 Pearson Education, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc.