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Leadership Development. OS608 November 6, 2006 Fisher. Some context for our discussion.

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Leadership development l.jpg

Leadership Development

OS608

November 6, 2006

Fisher


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Some context for our discussion

“Leadership is said to be everything and nothing.... Leadership is everything because it is infused in all that we do; it is not sacred. All individual behavior has leadership implications.... Leadership is nothing in the sense that it seems impossible to define completely. Decades of scientific study have yet to yield a single definition that fully captures the nature of leadership, much less articulate a definitive approach to developing it.”

Source: Day and Halpin (2001), page 1. (Emphasis added).


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Agenda

  • Review perspectives on leadership development

  • Discuss and evaluate leadership development examples


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The big question…

  • Can leadership be taught?

  • “We have figured out how to change knowledge and skill, but it is the transformation of being – the identity, character, world views, and values – about which we still know the least” (Hill, 2004, p. 122).


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Some of this depends on the person

  • Learning agility, propensity for introspection and reflection

  • Willingness to seek and use feedback

  • Learning orientation vs. performance orientation


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Learning leadership through experience

  • “Experience gives the examination first, then the lessons follow.” (Kerr, 2004, p. 119)

  • Challenging work assignments, hardships, exposure to people

  • Pros and cons of relying on experience?


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Other approaches

  • Conceptual understanding

    • Knowledge of theories, models, techniques

  • Feedback

    • Current skill assessment

    • Coaching, mentoring

  • Skill building

    • Practice in a “safe” environment


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Toyota and Leadership Development

  • What does Toyota’s preferred leadership style seem to be? Why?

  • Critique the process used to teach Dollis how to lead at Toyota. What were the strengths and weaknesses?


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Overview of GE’s Leadership Development Approach

  • Entry level leadership programs

    • Two-year rotational programs

    • Sales and marketing, engineering, finance, IT, operations and human resources

  • Focus on rotational assignments continues throughout the career

  • Classroom education - Welch Leadership Center at Crotonville


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GE and Leadership Development

  • Why do other companies like to hire high-level GE managers?

  • What key leader characteristics are they looking for?

    • Strategic skills

    • Industry specific knowledge and skills

    • Relationships

    • Knowledge of GE practices

      • Leadership development

      • Six Sigma

      • Performance appraisal


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GE, continued

  • Is the desirability of GE leaders on the job market good for GE?

  • What implication does this have for how GE develops its leaders?


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Succession Management

  • Formal programs to identify people with leadership potential and provide them with developmental experiences

    • Generally includes leadership development

    • Requires identification of key assignments as well

  • GE process for identifying CEO after Welch


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Leadership Development Programs in Business

  • Describe examples

  • What do you think are the pros and cons?

  • Would this be effective for

    • Certain leadership styles?

    • Personal characteristics, behaviors, or outcomes?

    • Certain audiences, companies, or industries?

  • Also have external programs such as those presented by Center for Creative Leadership


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Reminder: Leadership Case Analysis

  • Due Wednesday November 8; 4-5 pages

  • Identify a case or example from another module in which more effective leadership would have helped a team or organization perform more effectively.

  • How would a more effective leader have done things differently?

  • Use at least one of the leadership models or theories discussed in class.

  • Cite sources used in APA format.


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For Wednesday

  • Leadership case analysis due

  • Start segment on analysis and decision making

  • Review 'Managing Organizations' section of Gosling and Mintzberg

  • Read

    • Garvin & Roberto (2001). What you don’t know about making decisions

    • Sadler-Smith and Shefy (2004). The Intuitive Executive 

  • What does it really mean to “analyze” something?


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