2. Leadership development
Increasing publicity since 1990
Increasing competition
Importance of strategy
- Changing work environment:
Knowledge-based tasks
Need for problem-solving skills
3. Global Leadership
Multinational, global corporations require skills
of global leaders:
- cross-cultural leadership>>>cultural
intelligence
- Importance of relationships and networks
- Attitude towards experience and learning
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4. The rise of the leadership
development research
- Leader development
•&
- Leadership development
8. What happens when leadership
improves?
• People stick around
• People are happier
• People are more productive
Employee branding
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9. Evidence of leadership development
effectiveness:
• No conclusive evidence of effectiveness of
leadership development (Burgoyne et al.,
2004)
• Romanticized view on leadership
• Limited knowledge about assessment of
leadership
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10. Initial theories in leadership
development:
• Grounded with trait approach
• Effective leaders possess a certain set of traits
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11. 11
Nature Nurture
Generic determinants of
personality: novelty seeking
behavior, neuroticism
• Can be acquired early in life
Heredity of leadership style: 58% -
Transformational leadership
48% - Transactional leadership
• The traits can be reworked
Overall 30% of leadership
effectiveness is genetically
predetermined
• Development of leadership can
be planned or accidental
12. Common ground perspective
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• Genes are switched on and off
by the environment
• Genes vary according to the
experience
DEVELOPMENT
14. Traits associated with leadership
- Intelligence
- Self-confidence
- Determination or perseverance
- Sociability
- Integrity
(Bligh, 2011)
15. Critique of the trait approach to
leadership
- Grounded within the assumption of in-born
leadership characteristics
- Fails to consistently distinguish between
leaders and non-leaders
- Doesn't take into consideration the situational
effects
16. Long term focus on personality and
traits
• Traditional leaders’
traits:
• Sensitivity,
• Tyranny
• Intelligence
• Devotion
• Charisma
• Strength
• Attractiveness
• Masculinity
(Offermann et al., 1994)
Traditional followers’
traits:
• Enthusiasm
• Good citizenship
• Conformity
• Insubordination
• Incompetence
(Sy, 2010)
17. Implicit theories about leadership:
- Exclusion of women
- Exclusion of followers
Need to redefine the development of
leadership
19. 3 components of successful leadership
development
• Self-efficacy: locus of control
• Awareness
• Leadership skills
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20. Organizational level
• Development of leaders and development of
leadership.
• Formal training and leadership development
• Focus: Problem solving, decision making.
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22. Organization level
Importance of fit between employees and
organization: LINKS with STRATEGY
1. Hiring practices
2. Development and improvement
3. Utilization
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23. Hiring practices
• Competence based recruitment:
- Job-based competences
- Team-based competences
- Firm-based competences (Fernandez-Araoz, et
al., 2009)
24. Developing “Whole” Leaders
Placement decisions:
- Job placements
- Job rotation
Training for cognitive skills
- Self-directed learning
- Action learning
- Soft training: team building
Coaching for emotional skills
- Executive coaching
- Formal mentoring
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Emphasis on Experience
25. Utilization & Assessment
- Performance measurement
- Career management
- Reward systems (Gold, Thorpe, Mumford,
2010)
26. Assessment tools
• Leadership Audit Questionnaire: vision,
strategy, empowerment, motivation, etc.
• 360 Degrees Assessment and Feedback
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Bosses
Third party
Self
Subordinates
Peers
27. Shortcomings in Leadership
Assessment and Development
• Hard to institutionalize
• High costs
• Poor implementation
• Long-term orientation- no feasible results in a short run
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Leadership development is more integrated in orgenization. It empahsizes learning from experience.
More focus on experience learning rather than classrum
interpret results, how the results change the behavior,