1. Developing Leadership Skills Mgt. 612 The true leader can envision possibilities that exist and be open to those that emerge. © Peter Dominick, Zvi Aronson1

2. Learning Objectives Understand:  Importance of leadership training and development.  Coaching, mentoring, and other leadership development tools  Benefits and limitations of leadership training and development.  Research findings conducted to evaluate the methods. 2© Peter Dominick, Zvi Aronson

3. Learning Objectives Understand:  The organizational conditions that facilitate leadership training.  What leaders can do to encourage and facilitate the leadership development of their subordinates.  How leaders develop their skills.  Why leadership development should be integrated with human resource management and strategic planning. 3© Peter Dominick, Zvi Aronson

4. Can Leadership Be Taught?  “Leadership is not like breathing-If you don’t focus your efforts and work at it, you won’t be an effective leader,” Stephen Stumpf  “Not everyone can become an outstanding player despite coaching yet most will benefit and improve their ‘game’,” Jay Conger 4© Peter Dominick, Zvi Aronson

5. Can Leadership Be Taught?  If leaders are born not made and if no one can teach anyone else to improve lets start investigating leadership in the biology lab rather than the business world.” Kim Cameron 5© Peter Dominick, Zvi Aronson

6. Assessing Leadership Development Potential  Factors to consider when evaluating a person’s leadership potential:  Leadership promise – motivates, cultivates followers and exemplifies authenticity.  Personal development orientation - receptive to feedback; learning agility.  Balances values and results - fits the culture and has passion for results.  Masters complexity - conceptual thinking, adaptability, and navigates ambiguity.  To what extent would you say your organization uses criteria like these? Source: Wells (2003). “Who’s Next: Creating a formal program for developing new leaders can pay huge dividends, but many firms are not reaping those rewards,” HR Magazine, November. © Peter Dominick, Zvi Aronson

7. Leadership Training Programs  Outside seminars and workshops  Executive MBAs  Management training centers  Corporate universities 7© Peter Dominick, Zvi Aronson

8. Special Techniques for Leadership Training  Behavior Role Modeling  Case Discussion  Business Games and Simulations 8© Peter Dominick, Zvi Aronson

9. A Systems Perspective on Leadership Development 9 Developmental Activities & Experience Formal Training Self-Help Activities Strategic Objectives and Competitive Strategy Learning Conditions, Climate and Culture © Peter Dominick, Zvi Aronson

10. Learning from Experience 10 “Some of the best leadership lessons I have ever learned have been taught by dumb officers, absolutely bankrupt officers who had no redeeming qualities. In many cases you learn far more from negative leadership because you learn how not to do it!” Norman Schwarzkopf  Amount of Challenge  Variety of Tasks or Assignments  Relevant Feedback © Peter Dominick, Zvi Aronson

11. Your Personal Leadership Model  Think of 1-2 people with whom you worked or worked for that you consider to be outstanding leaders. Describe why.  What did they say?  What did they do?  How did they effect people?  What did you learn from them?  How have you used what you have learned? 11© Peter Dominick, Zvi Aronson

12. Developmental Activities  Multi-source feedback workshops  Developmental assessment centers  Special assignments  Personal growth programs  Job rotation  Action learning  Mentoring  Executive coaching  Outdoor challenge programs 12© Peter Dominick, Zvi Aronson

13. Who are your Mentors?  List three of your mentors in each area:  Family  Career  Other interest (sport, education, club, etc)  For each person identified, consider:  How easy was it to come up with a name?  How frequent has my contact been?  Does their expertise fully cover my desired development and self-improvement goals?  What do I bring to the relationship?  When did I last contact them? 13© Peter Dominick, Zvi Aronson

14. Sources of Information for 360 Degree Feedback 14 Ratings by bosses Leader self-ratings Ratings by peers Ratings by outsiders Ratings by subordinates Yukl, G. (2001). Figure 13-1, p. 382 Leadership in Organizations. Upper Saddle River, NJ, Prentice-Hall, Inc. © Peter Dominick, Zvi Aronson

15. 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. 15© Peter Dominick, Zvi Aronson

16. Facilitating Conditions for Leadership Development  Support from the Boss  Learning Climate  Developmental Criteria for Placement Decisions 16© Peter Dominick, Zvi Aronson

17. Facilitating Conditions for Leadership Development  Support from Boss  Should understand importance of coaching and mentoring  Self-confidence  Treat mistakes as learning experiences  Honest feedback  Promote and support training 17© Peter Dominick, Zvi Aronson

18. Facilitating Conditions for Leadership Development Learning Climate (prevailing attitudes and feelings)  Create assignments that allow people to pursue interests and learn new skills  Work schedules that allow free time to experiment w/new methods  Financial support for continuing education programs  Speakers, skill workshops, sabbaticals 18© Peter Dominick, Zvi Aronson

19. Facilitating Conditions for Leadership Development Learning Climate (prevailing attitudes and feelings)  Career counseling  Voluntary skill assessment and feedback  Pay increases linked partly to skill development  Awards for innovation and improvement  Symbols and slogans embody learning 19© Peter Dominick, Zvi Aronson

20. Leadership Development in Your Organizations  What kinds of leadership development exists within your companies?  Developmental activities  Some examples of developmental assignments/work you have had in past year u task and strategy u people u technical  Self-help  Formal training 20© Peter Dominick, Zvi Aronson

21. Leadership Development in Your Organizations  How would you characterize the learning environment within your organization?  Managerial support  Compensation for initiative  Recognition for innovation  General climate and culture 21© Peter Dominick, Zvi Aronson

22. Federated Industries Case  Strengths and Weaknesses in Leadership development  Some changes which might improve leadership development  Some additional things you might like to know? 22© Peter Dominick, Zvi Aronson

23. Summary  Leadership skills can be taught: university courses/workshops, consulting firms, and organization training centers.  Learning from experience on the job is now widely acknowledged.  Developmental techniques exist that may increase learning from experience.  Extent competencies are acquired depends on activity, facilitating conditions, and manager’s qualities. 23© Peter Dominick, Zvi Aronson