11

Leadership Development

Learning to Lead• Kouzes and Posner’s analysis (supported by two other

major studies) of all responses suggests three major categories of opportunities for learning to lead. In order of importance they are :

• Trial and error (experience)• Other People (role models) • Education and formal training

Kouzes and Posner (1987, p283)

Executive Learning

EQ+IQ+

MQ

22

Leadership and Management Development Survey 2005

Management development is the entire structured process by which managers learn and improve their skills (CIPD, 2007)Time spent on development is on average of 6.5 days per manager each year (CMI, 2004)Includes:• Less formal, work-based learning• Formal training• Education

33

Leader-Manager Spectrum

Lead

e

rOutward

Lookin

g

Man

ager

Inw

ard L

ooking

Outcomes OutputsThroughputs Inputs

Effectiveness Efficiency Economy

CIPD distinguishes the difference in leadership and management as between being more

emotional (leadership) than rational (management)

44

Size of the Market (NI)Voluntary and Community Sector

4,500 organisations29,000 paid employees

75,000 volunteers£614m total income (03/04)

65% total income is non-government

Public Sector188,000 employees

(32,000 civil servants)

Businesses by the Numbers1,500 with >50 employees2,300 with > 20 employees

4,100 with over 10 employees59,600 with <10 employees

Management and Leadership

Development Strategy for N.I.

...every organisation should be required

to have a management and leadership

strategy

55

Are Small Organisations Different?

Less likely to see the needFewer resources Managers are more multi-functionalMay need to learn in different ways:-e.g.• Work-based• Coaching and mentoring• Action learning.

66

Leadership Development Mismatch

There is a mismatch between common practice in leadership development and what actually works (CIPD Survey of HR Professionals, 2005)

Leaders are not well enough prepared: coaching and sharing experience would serve development better.

0% 20% 40% 60% 80%

SpecialProjects

Coaching

FormalWorkshops

Assessments

Extensive Use

Very Effective

UK Global Comparisons Leadership Forecast 2005-2006: Best practices for tomorrow’s global leaders, CIPD and Development Dimensions International, November 2005

77

Top Reasons for Leader Failure

HR professionals regard poor results as being the main cause of leader failure (CIPD Survey of HR Professionals, 2005)

0% 10% 20% 30% 40% 50% 60%

Poor Results

Personal Qualities

People Skills

Leadership Skills

Fit w ith Culture

Lack of Vision/Strategy

Lack of Experience

88

Routes to Leadership

Most leaders worked their way up to the top (CIPD Survey of HR Professionals, 2005)

0% 10% 20% 30% 40% 50% 60% 70% 80%

Worked Through the Ranks

Encouraged by Others

Self Belief

Right Place at Right Time

Technical Expertise Rew arded

Educational Background

Risk and Performance

Leadership Programme

Mentor Support

99

Leader Actions Getting Most Results

HR professionals regard ‘passion for results’ even more important than people skills (CIPD Survey of HR Professionals, 2005)

0% 10% 20% 30% 40% 50% 60% 70% 80%

Getting Results

Make Tough Decisions

Mobilise and Motivate a Team

Create Vision/Strategy

Interpersonal Skills

Lack of Experience

1010

Main techniques:-• Work based methods

• Developing competencies• Coaching• Action learning• Performance management/appraisal• 360 degree feedback • Learning from exemplars and role models

• Formal education and training• Formal courses; modular and project based• E-learning and blended learning• Management education e.g. MBA and MSc

Management development is a process and not a quick fix

Leadership and Management Development

1111

Leadership and Management Development

Experiential and Action Learning• Exposure to role models• Action learning sets• Executive shadowing• Case studies

Personal development• Coaching and mentoring• 360 degree feedback• Self-assessment and diagnostic tests

Self-directed learningExperimentation• Transformative events and experiences• Temporary systems • Simulations

Reflection and absorption• Time to learn• After action reviews

Q?Level of Leadership?

(Thomas and Cleese, 2005)

1212

Leadership and Management Development

Watch your thoughts; they become words.

Watch your words; they become actions.Watch your actions; they become habits.Watch your habits; they become

character.Watch your character; it becomes your

destiny.

(Frank Outlaw)