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Leadership Development

Leadership Development. Chapter 12. “Management is doing things right; leadership is doing the right things.” ~Peter F. Drucker. Components of Leadership. Learning Experience Developmental relationships. Components of Leadership. Learning Individual preparation

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Leadership Development

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  1. Leadership Development Chapter 12

  2. “Management is doing things right; leadership is doing the right things.” ~Peter F. Drucker

  3. Components of Leadership • Learning • Experience • Developmental relationships

  4. Components of Leadership • Learning • Individual preparation • Socializing company vision and values • Strategic leadership initiatives

  5. Components of Leadership • Experience • Broad types of job opportunities • Job transitions • Creating change • High level responsibility • Non-authority relationships • Obstacles

  6. Components of Leadership • Hardship • How do you learn from this experience? • What caused the failure? • Was this truly a failure? • What successes are contained in the failure? • What can I learn from what happened? • Am I grateful for the experience? • How can I turn this into a success? • Who can help me with this issue? • Where do I go from here?

  7. Primary Types of Hardship Events • Business mistakes and failures • Career setbacks • Personal trauma • Problem employees • Downsizing

  8. Components of LeadershipDevelopmental Relationships • Peers • Information peers • Collegial peers • Special peers • Mentors

  9. Career Functions • Sponsorship • Coaching • Protection • Challenging assignments

  10. Psychosocial functions • Role modeling • Acceptance and confirmation • Counseling • Friendship

  11. Steps for Searching for a Mentor • Identify what you need • Evaluate yourself as a prospective protégé • Identify mentor candidates • Prepare for obstacles • Approach possible mentors

  12. Covey’s 7 Habits of Highly Effective People • Be proactive • Begin with the end in mind • Put first things first • Think win/win • Seek first to understand, then to be understood • Synergize • Sharpen the saw

  13. Cashman’s Leadership from the Inside Out • Personal Mastery • Purpose Mastery • Change Mastery • Interpersonal Mastery • Being Mastery • Balance Mastery • Action Mastery

  14. Leadership Transitions • Taking charge • Taking hold (3-6 months) • Immersion (4-11 months) • Reshaping (3-6 months) • Consolidation (3-9 months) • Refinement

  15. Managing Transitions • Recognize that taking charge takes time • Develop effective working relationships immediately • Assess and act on prior experience • Clarify expectations

  16. Succession Planning • Successful programs have: • Participation and support from top management • Include all levels of leadership • Organizational needs assessment • Competency focused • Accountability • Development

  17. “Leadership is the art of getting someone else to do something you want done because he wants to do it.”~ Dwight Eisenhower

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