Leadership Development: From the Ground

Leadership Development: From the Ground Up Great leaders were once thought to be born, not made. However, the new trend to emphasize leadership development in managerial theory reflects the belief that leadership qualities can be fostered within individuals, if the organization implements the correct policies and programs. A leadership-driven organization is a learning organization, an organization that shows it is receptive to employee dynamism and creativity.

A leadership-driven organization is also an organization that knows how to mentor top talent by giving responsibilities to employees who shine on every rung of the organization. Of course, a certain innate spark is necessary to lie within the heart of the individual so the leadership qualities kindled by the organization can take hold. Mental toughness, a refusal to shirk any challenge, and a desire to make a difference in the life of the organization are all part of the character foundations of a good leader (Smith, 1996, p.30).

But these qualities must be recognized and cannot be taken for granted; otherwise they will begin to dim within the employee's heart and impede the overall performance of the individual in his or her service to the workplace. It has been said that perhaps, most importantly of all, a willingness to learn makes a great leader: "there is strong evidence that learning agility is one of the best predictors of who will get promoted and be successful.

It is defined as a continual search for ways to improve and learn from every job experience, such as taking control of your own development and taking advantage of the continuous learning opportunities" afforded by the organization (Taylor 2009). An organization must offer opportunities for self-improvement and leadership development. This can include initial training, of course, but can also encompass personal enrichment venues offered on a consistent basis, like the free fitness and wellness programs provided by Google for its employees.

These are not simply perks -- they demonstrate the company's willingness to invest in its workers and its drive to better employees' working lives, the quality of their work day, and the world. Showing generosity to employees creates potential leaders with a commitment to the company who will be generous with their time and ideas in the service of the organization.

It is also essential to ask: why do some individuals seem to possess the innate characteristics of leadership but fail to shine? 'But we train our recruits,' wail some managers. However, a key aspect of leadership development is that the training must transfer to organizational performance.

"In response to the diminishing significance of training and HRD, researchers, practitioners and business leaders alike are calling for a shift in focus from viewing training as a standalone class/event, to taking the systemic, long-term focus of aligning training and related programs to the strategic focus of the organization" (Gilpin-Jackson, & Bushe 2007). Training workers in an environment that seems separate from the needs of the regular workday does not foster healthy work habits; instead the organization must instill effective mentorship and follow-up programs to facilitate that training.

For example, take an organization that wants to foster leadership and increase promotions amongst young African-American recruits. It is not enough to simply hire new individuals and orient all new hires in diversity awareness -- diversity training must be initiated and then followed up through consistent organizational policies and retraining existing employees. Promotion must be seen as a possibility, not a rare case, and the face of the organization must reflect the face of America on every level, not simply in its lower ranks.

Mentorship programs and peer organizations alike can support new workers in a positive fashion, so they will feel free to let their leadership qualities shine. Supervisor support for creativity and innovation, spotting top talent early on to facilitate retention, and fostering the leadership qualities desired by the organization in a consistent fashion are critical in retention (Gilpin-Jackson, & Bushe 2007). So are creating networks of peer supporters. This may seem counter-intuitive to organizations that stress competitiveness as a way of fostering leaders.

However, workers must have a sense that a high benchmark of excellence is desired by the organization, and know that their colleagues uphold similar values. Peer support also contributes to a positive work environment. In one follow-up study of a managerial training program: "Verbal encouragement was nice and appreciated but could not necessarily overcome fears of violating peer group norms.

One specific way in which having a boss and colleagues go through the same training effects transfer is the highly motivational effect of watching others use the skills and knowledge from the training" (Gilpin-Jackson, & Bushe 2007). Leadership development thus must be company-wide, and the qualities of leadership must be developed amongst all potential human assets to the organization, not a simple handful, or the top ranks. Social networks influence behavior, and strong leadership qualities must be manifest in lower-level supervisors as well as CEOs.

The qualities that make a good leader must be fostered on every level of the organization through concrete efforts, as leadership is more than a title or a place on the hierarchy. Potential leaders should be encouraged to grow through educational opportunities that enhance their skill and their worldview. Of course, training in aspects such as diversity management and new computer systems are essential.

But leadership development also requires that current leaders show an interest in the input of all employees, day in, and day out, and their attitudes reflect what they have learned.