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...
The organization's current leadership must embrace diversity, define leadership in a multifaceted fashion, and look at every hierarchical level of the organization for leadership and promote these individuals. It is just as critical to promote the best person working on the retail level to manager, and listen to his or her input about how to create a more effective inventory system as it is to focus on the top tiers of management. Ultimately, leadership development requires sensitivity on the part of top management to the emotional and social needs of workers. "Social intelligence…can be defined as being the biology of leadership - the interaction with and tuning into other people, knowing how to read them, and understanding what motivates them" (Rabotin 2009). Great leaders motivate other leaders, and great leaders are made in part by receiving such motivational training, guidance, and support.
Works Cited
Gilpin-Jackson, Yabome & Gervase R. Bushe. (2007). Leadership development training transfer:
a case study of post-training determinants. The Journal of Management
Development, 26(10), 980-1004. Retrieved September 30, 2009, from ABI/INFORM
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Rabotin, M. (2009, February). Reading the World. T + D, 63(2), 40-43, 6. Retrieved September
30, 2009, from ABI/INFORM Global. (Document ID: 1644004571).
Smith, Fred. (1996, Fall). Leadership development. Leadership Journal.
XVII. 4. Retrieved September 30, 2009 at http://www.nsba.org/sbot/toolkit/LeadQual.html
Taylor, S. (2009, August). Standing out in a crowd. Pharmaceutical Representative, 39(8), 29.
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