Definition and Basic Elements ● Development is an ongoing, dynamic, longterm change or evolution that occurs because of various learning experiences. (London and Mauer, 2004) ● Leader development ○ is the “expansion of a person’s capacity to be effective in leadership roles and processes” (McCauley and Van Velsor, 2004:2) ○ focuses on the individual and involves providing leaders with the tools that they need to improve their effectiveness in the various roles they play. ● Leadership development, while related to leader development, is different in that it focuses on an organization’s capacity to get the work done through its many leaders (McCauley and Van Velsor, 2004)...
NGHỆ THUẬT LÃNH ĐẠO MSMH: NS301DV01 [...]... essential to leadership ○ One cannot learn to lead by sitting in a classroom, reading about leaders, or observing other leaders Transmitting information through the classroom or observation is one thing; learning to exercise judgment, understand complex systems, and act on complex information requires hands-on practice (Daloz Parks, 2005) ● For job experiences to be developmental, it needs to stretch leaders. .. 6 6.3- Methods of Leader Development Self-awareness ● The essential role of self-awareness in effective leadership is a key theme in leadership practice and research (Kaiser and Kaplan, 2006; Wood and Vikinas, 2007) ● Personal reflection and getting feedback from others are necessary elements of developing self-awareness (Argyris, 1991) ● Guidelines for increasing self-awareness: ○ Clarifying one’s... Informal relationships that provide casual support ○ Add mentors as roles and responsibilities change or as leaders transition to new jobs Feedback Intensive Programs360 degree ● Feedback Intensive Programs, such as feedback or other multi-source and multi-method feedback programs ● The goal is to assess leaders strengths and weaknesses, and to identify development needs ○ Assessment is based on a combination... initial step of increasing leaders self-awareness must be followed up with action plans Combine with The feedback increases awareness but other without other developmental tools, does Classroom Education ● Organizations to provide their employees with some sort of educational benefit programs: instruction in universities ● Used in supervisory and mid-level management and leadership training programs... Individual leader’s commitment to learning and growth The leaders must be dedicated to their own department ● Organizational commitment No leader can sustain new behaviors without organizational support from supervisors and coworkers ● Integration of the program with overall organizational vision, mission and strategic goals Fit between the needs of individual leaders and the organizational direction Leader... in Learning What is Developed: the Content Area Description Basic knowledge Personal growth Skills development: supervisory, managerial, and interpersonal skills Creativity Information about content of leadership: definitions; basic concept such as communication, feedback, contingent rewards; typically through classroom education Self-awareness and understanding strengths and weaknesses; getting in touch... needs ○ Assessment is based on a combination of interviews, aptitude tests, personality tests, role plays, simulations, and experimental exercises… ○ In 360 degree and multi-source feedback programs, the leaders are assessed by individuals around them, including followers, colleagues, supervisors, and in some cases, clients and other stakeholders who provide detailed feedback regarding their styles, behaviors, . in almost all organizations, essential to leadership. ○ One cannot learn to lead by sitting in a classroom, reading about leaders, or observing other leaders. Transmitting information through. person’s capacity to be effective in leadership roles and processes” (McCauley and Van Velsor, 2004:2) ○ focuses on the individual and involves providing leaders with the tools that they need. they play. ● Leadership development, while related to leader development, is different in that it focuses on an organization’s capacity to get the work done through its many leaders (McCauley