Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
David Mollish and Diane Landers, GAI Consultants, in their article entitled Establishing Staff Development as a High Priority Relies on Interaction, Tenacity and an Enthusiastic Executive-Level Champion, believe that the surest way to develop both the organization and future leaders is to identify and develop staff continually (2012). In many ways, this is common sensical -- one of the maxims of leadership has always been that it is imperative one trains their successor so that there is business and organizational continuity. However, Mollish and Landers take this even further noting that there are three key benefits from establishing and promoting a robust Leadership Development Program (LDP):
"A sustainable investment in the company's future is established.
Leadership potential is recognized early in an employee's career.
Learning, leadership, and loyalty become intrinsic values, corporate-wide."
Essentially, this means that the organization as a whole must be committed to the idea of continual development, and must put the resources...
In general, a manager is someone who conducts and organizes affairs, projects, or people. Managers are given the authority by their organization to lead employees, therefore, they have subordinates. So even though managers are in charge, they are not leaders in terms of the definition. Managers do as they are directed, and in turn direct their subordinates. Management requires planning, schedules, production, and time constraints; basically management is task oriented (Brown, 2001). The task orientation is quite critical -- management is often tactical, while leadership is strategic. Leaders do not…
REFERENCES
Brown, L.M. And B.Z. Posner. (2001). "Exploring the Relationship Between Learning and Leadership," Leadership and Organizational Development. May, 2001: 274-80.
Kouzes, J., and Posner, B., (1994). "An extension of the leadership practices inventory to individual contributors." Educational and Psychological Measurement, (54) 4, 959-966.
Mollisn, D. And Landers, D. (April 30, 2012). Establishing Staff Development as a High Priority Relies on Interaction, Tenacity and an Enthusiastic Executive-Level Champion. TrainingMag. Retrieved from: http://www.trainingmag.com/content/leadership-development-program-thrives
References Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler. Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill. Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press. Brungardt, C. (1996). The making of leaders: A review of
Leadership Development This analysis will consider deferent leadership development systems at a structured organization such as McDonalds as well as an organization that operates in more of a creative space such as Facebook. The definitions of leadership in such organizations differ significantly and require different approaches. Facebook is looking for more out-of-the-box innovators while McDonald's is seeking leaders that can fulfill needed roles with the structures that they have already designed.
This is significant, because the author cites studies that indicate how organizations that have a high degree of transformational leadership skills throughout each layer of their companies are much more adept at transforming all forms of knowledge into an ongoing competitive advantage and competitive strength. By making the commitment to an ongoing leadership development program, the author contends that a knowledge-based organization emerges that is capable of interpreting and
Leadership and Rotational Development Program for Saudi Arabian Monetary Agency (SAMA) Leadership development and rotational programs are crucial for building the potential, skills, and capabilities of new and existing employees. They provide employees with ongoing mentorship, in-depth experiences, as well as training across various functions within the organisation (Columbia University Centre for Career Education, 2016). Organisations rely on these programs to recruit and develop individuals for leadership responsibilities. This paper provides
Leadership Development Practice at Ford Motor Company Given the enormous effect of an informed and effective leadership team on a company's profitability, it is not surprising that leadership development has become an important part of the practices of many Fortune 100 companies. By identifying potential leaders today and providing them with the training and education they will need to become effective leaders in the future, these companies are making an
Leadership Training Program In an organizational setup, "managers" and "leaders" are often used interchangeably. However, it must be emphasized that, that is often not always true or accurate. The key difference between managers and leaders is that the former have others working for them whereas the latter have others following them. Leadership deals with getting others (i.e., one's subordinates or followers) to comprehend and accept one's vision and cooperate to attain