copyright © 2010 pearson education, inc. leadership in organizations 14-1 chapter 14 developing...
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Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-1
Chapter 14Developing Leadership Skills
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-2
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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-3
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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-4
Designing Effective Training
Clear learning objectives Clear, meaningful content Appropriate sequencing of content Appropriate mix of training methods
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-5
Designing Effective Training (Cont.)
Opportunity for active practice Relevant, timely feedback High trainee self-confidence Appropriate follow-up activities
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-6
Table: Conditions for Successful Thinking
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-7
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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-8
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.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-9
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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-10
Learning from Experience
Amount of Challenge Variety of Tasks or Assignments Relevant Feedback
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-11
Table: Activities for Facilitating Leadership Development
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Developmental Activities
Multisource feedback Developmental assessment centers Developmental assignments Job rotation programs Action learning
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-13
Sources of Information for 360-Degree Feedback
Figure: Sources of Information for 360-Degree Feedback.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-14
Developmental Activities (Cont.)
Mentoring Executive coaching Outdoor challenge programs Personal growth programs
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-15
Self-Help Activities
Develop a personal vision of career objectives. Seek appropriate mentors. Seek challenging assignments. Improve self-monitoring.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-16
Self-Help Activities (Cont.)
Seek relevant feedback. Learn from mistakes. Learn to view events from multiple perspectives. Be skeptical of easy answers.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-17
Supporting Leadership TrainingBefore 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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-18
Supporting Leadership TrainingBefore 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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-19
Supporting Leadership TrainingAfter 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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-20
Supporting Leadership TrainingAfter 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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-21
Facilitating Conditions for Development
Support by the Boss Learning Climate Developmental Criteria for Placement Decisions
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-22
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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-23
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
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-24
Systems Perspective on Leadership Development
Relationship Among Approaches Integrating Developmental Activities
Figure: Three ways to Acquire Leadership Competencies.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 14-25
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