Leadership development

Leadership development

1. Ulrich/Smallwood(2009) argue 4 well designed ldrship systems that only need tweaking

   • 5 principles advocated: focus dev on results; invest in systems, identify differentiating competencies; relate the dev experience to the business, measure what matters
     • build a team with members effective at employing styles lacked by leader - leaders should expand their styles
       • the four quadrant model

2. transitions

3. Build a leadership brand

   • reputation for developing exceptional managers with a distinct set of talents that are uniquely geared to fulfil expectations
   • a company will make good on its promises
   • embed into culture through policies and what is required from employees
   • assess leaders against it

4. HR contribution

   • present case for investment in dev to enable orgs to build competitive adv
   • challenge is for HR to align ldrship dev strategies and that transitions are smooth
   • facilitate talent management activities
   • educate line managers to spot talent
   • ensure selection criteria for leadership potential is understood and based on what org needs lraders to excel at
   • assessment to develop self awareness
   • speed/timing/content of interventions and monitoring
   • propose a formal development policy
   • HRD needs to promote a culture of L&D
     • facilitate the leadership pipeline
   • evaluation
     • metrics - link to positive outcomes and has it contributed to an individuals learning
     • Kirkpatrick model and holistic
   • arrange peer support, formal interventions
   • help females to construct personal networks

5. why it fails.....

   • Ready and Conger 2003 - research based 950 orgs
     • ownership is a power mindset - collaboration is needed
   • not aligned with strategic goals or focused on the issues
   • make believe metrics - leaders need to demonstrate the skills learned - link to results