Chapter 15 leadership research findings practice and skills 7th edition

Chapter Fifteen Leadership Development & Succession LEADERSHIP Andrew J DuBrin, 7th Edition Learning Objectives • Explain how leaders develop through self-awareness and selfdiscipline • Explain how leaders develop through education, experience, and mentoring • Summarize the nature of leadership development programs • Describe the nature of leadership succession Leadership Development • Unless top-level management assigns a high priority to developing leaders and succession planning, the company will experience a steady attrition in talent • Leadership talent can be developed – remember that leaders are both born AND made • Leadership development is often perceived in terms of education and training, job experience, and coaching Leadership Development Through Self-Awareness & Self-Discipline • Self-Awareness – Insightfully processing feedback about oneself to improve one’s effectiveness • Self-Discipline – Mobilizing one’s effort and energy to stay focused on attaining an important goal Development Through Education, Experience, & Mentoring • Education • Experience • Challenging Experiences • Broad Experiences • Pivotal Life Experiences • Mentoring • Formal • Informal • Shadowing Leadership Development Programs • Feedback-Intensive Programs • Skill-Based Programs • Conceptual Knowledge and Awareness Programs • Personal Growth Programs • Socialization Programs • Action Learning Programs • Coaching and Psychotherapy Leadership Succession • Orderly process of identifying and grooming people to replace managers • Succession planning is linked to leadership development in two ways: • Being groomed as a successor is part of leadership development • Process of choosing and fostering a successor is part of a manager’s own development Emotional Aspects of Leadership Succession • Should not be regarded as a detached, objective management process • In family firms, leadership succession is a highly emotional process • Turnover and productivity can be impacted • Emotional reactions can occur throughout the organization Developing a Pool of Successors • Evaluate the extent of an organization’s pending leadership shortage • Identify needed executive competencies • Identify high-potential individuals for possible inclusion in the pool • Establish an individually tailored developmental program for each potential candidate • Select and place people into senior jobs based on their performance, experience, and potential • Continuously monitor the program and give it top management support Growing Inside-Outside Leaders • Should a company promote an insider or an outsider to a top position? • Insiders know the company, culture, and people within the firm • Promoting insiders demonstrates opportunities for advancement to other workers • Political ties and unclear thinking can hinder an insider’s potential • Best solution is to groom insiders with an outsider perspective Challenges of Being a New Leader • Time Management • Overcoming Resentment • Building Relationships Quickly Enough • Being Realistic About the Process • Becoming Comfortable with Unpopularity Summary • Leadership and management development are widely practiced in many firms • Leadership development may include self-development or an organizationally-supported leadership development program • Education, leadership experience, and mentoring are all contributors to leadership development • Organizationally-supported leadership development programs vary widely • Leadership succession is linked to leadership development • Succession can have emotional outcomes • Research shows insiders with outside perspective make good leadership candidates • First-time leaders must face inevitable challenges in their role