Leadership Professional Development: Key Elements and Stages

Introduction

One of the harsh realities of working in an organization is the inevitability of inappropriate promotions based on friendship, cronyism, or nepotism rather than merit — or situations in which employees find themselves thrust into leadership roles by virtue of luck, fate, or a combination thereof. In addition, some leaders who intentionally attempt to climb the career ladder into the executive boardroom may find their path frustrated by a lack of appropriate leadership training that could help them become more effective in the workplace. Although history has shown time and again that some people are born leaders, far more people need assistance to achieve their maximum potential in leadership roles.

The objective of this essay is to review two recent peer-reviewed journal articles concerning the importance of leadership professional development and the steps that can be used to facilitate the process in the modern workplace. The review of the two articles is followed by a reflection on how the experience relates to improving leadership development, and a summary of important findings in the conclusion.

Maxwell's Four Elements of Effective Leadership

Summary of Journal Article No. 1: Adamek, M. S. (2007, July 1). Elements of leadership development: What contributes to effective leadership? Music Therapy Perspectives, 25(2), 121–125.

Four of the more salient elements of leadership described by leadership expert John C. Maxwell are influence, empowerment, process, and inner circle (Adamek, 2007). Although not everyone possesses innate competencies and proficiencies in each of these elements, it is possible to improve these qualities in ways that facilitate trust, teamwork, and collaboration (Adamek, 2007). Indeed, Adamek emphasizes that "rather than [arguing that] leaders are a select few, it is possible for anyone to learn to lead and, thereby, positively benefit an organization at all levels" (p. 121). By understanding how these four constituent elements operate in the workplace, aspiring leaders can fine-tune their skills and overcome the constraints to their effectiveness.

In his seminal work The 21 Irrefutable Laws of Leadership, Maxwell (1998) described this element as follows: "Leadership is influence — nothing more, nothing less" (p. 17). In sum, influence means persuading, compelling, and motivating others to work together toward a mutual goal — a challenging enterprise in any situation. An important point made by Adamek (2007) is that influence within an organization does not arise spontaneously but is rather the result of long periods of hard work to establish trust and rapport with others. As Adamek emphasizes, "Within any organization, hard work is required in order to develop influence with others. This influence is not meant to stifle others' ideas but to encourage others to be involved in the process" (p. 122). Influence can be a powerful force, and its effective application can help organizations of all sizes achieve their goals; conversely, misused or abused, influence in the workplace can cause serious harm. As Adamek notes, "Influential leaders get others to participate and contribute to the work of the organization. They also can influence attitudes that impact the future of the organization" (2007, p. 122).

Because some leaders reached their positions through ability, hard work, and merit, it is often far easier for them to accomplish the day-to-day tasks of their departments than it is for their subordinates. An important part of being an effective leader, however, is knowing when to delegate responsibilities and allow others to find their own solutions. In this regard, Adamek notes that this leadership element means "giving power to others," because "secure leaders find good people to work with, build them up, and give them resources, information, and responsibility" (p. 122). Empowering employees is widely recognized as a hallmark of high-performing leadership.

In the third element reviewed by Adamek (2007), the point is made that Maxwell conceptualized leadership as a four-phase process that, like influence, takes time and sustained effort. According to Adamek, "Leaders are learners who build on the knowledge they learn from one day to the next and apply that new level of knowledge to the issues at hand" (2007, p. 123). Over time, in an incremental fashion, leaders acquire the skill set they need to become more effective (Adamek, 2007).

The final element of leadership examined by Adamek (2007), drawn from Maxwell (1998), concerns the so-called "inner circle" — the key actors who can get things done. According to Adamek, "A leader's potential and impact relies heavily on those who are working closely with him or her. Every organization has an inner circle. This is the group that works closely with the leader to identify goals, implement strategies, and be the fiduciary agents of the organization" (p. 123). To facilitate leadership development, Maxwell (1998) recommends selecting inner-circle members from a group of self-motivated individuals who are capable of lifting all of the organization's employees, rather than only a select few (Adamek, 2007).

Summary of Journal Article No. 2: Roof, J. & Presswood, K. (2004, Spring). Is it leadership or management? College and University, 79(4), 3–9.