Leadership Development Program

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Overview Leadership Development Program

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Who are they?

• Definitions of leadership:

• Person who motivates others to perform well

• Directing & coordinating group activities (Fiedler, ‘67)

• Influencing others to achieve a common goal (Northouse, 2004)

• Building networked relationships to enhance cooperation (Day, 2001)

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Conceptual Distinctions

• Born or bred?• Leader Emergence vs. Effectiveness• Leadership vs. Management /supervision

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Conceptual Distinctions

• Leadership v. Management– Power sources (French & Raven, ’59)

• Position v. Personal power

• Power source: Power influence:

– 1. Reward: give rewards– 2. Coercive punish– 3. Legitimate demand– 4. Referent identifies with supervisor– 5. Expert knowledge & expertise

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Leader vs. Manager (Kotter, ‘90)

Establish Directionvision - set strategy

Plan / Budgetresources – time lines

Align Peopleteam building - Commitment

Organize / Staffingestablish rules - hire

Motivate & InspireInspire - empower

Control / Problem SolveIncentives – take action

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Theories: History (short) • Trait (’20s – ’30s) -> dead end

– E.g. height / weight / ambitious / gender

• Behavioral (’50s – ’60s: Ohio state, Fleishman & Harris, ’62)– Consideration / initiating structure (LOQ)

• Contingency (’60s – ’70s: U. MI; Fiedler ‘67) – Situational leadership (Hersey & Blanchard, 77)– Path -> Goal (House & Mitchell, ’74)

• Trait (again!)– Charismatic– Transformational v. transactional (Bass, ’06)

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Leadership: Factors and Competencies

(Jeanneret and Silzer, 1998)

• Thinking skills– Analyzing information– Solving problems

• Work management skills – Planning and organizing work– Being resourceful

• Interpersonal and communication skills– Building networks– Relating to others

• Leadership skills – Motivating and inspiring others– Coaching and developing others

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Factors and Competencies (cont’)

• Motivation skills– Adapting to change– Showing drive and taking action

• Personal factors– Demonstrating integrity and trust– Modeling cultural values

• Organizational skills – Focusing on customers– Committing to quality

• Technical skills– Demonstrating functional expertise– Knowing the business

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Transformational Leadership(Bass & Avolio, ‘2000)

• Transformational Leadership• Transactional Leadership• Passive/Avoidant

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Personal traits: Transformational Leadership

• Transactional leaders – Social exchange

• Transformational leaders– Stimulate and Inspire – Grow and develop – Empower followers

• Passive/Avoidant – MBE / Lassiez Faire

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Transformational Leader Characteristics

• Idealized Influence – Role model / emulation

• Inspirational Motivation– Vision / challenging

• Intellectual Stimulation – Encourages creativity

• Individualized Consideration – Coaching / mentoring

Leadership Development Program

• The Leadership Development Program (LDP)® develops leaders who are capable of bridging levels and functions in the organisation, leading other managers and turning strategy into action.

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SUCCESSFUL LEADERSHIP DEVELOPMENT PROGRAM

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Organizations with strong leadership bench strength have approximately 10% higher total shareholder return than their weaker peers (Corporate Leadership Council, 2003)

Companies with above average financial returns have more comprehensive succession planning processes and are committed to developing future leaders (Hewitt, 2003)

Employees with strong leaders are more satisfied, engaged, and loyal than employees with weak leaders (DDI, 2003)

A conscious partnership between line execs and HR drives strategic leadership success (APQC 2005)

Accelerated development for global high potentials can be a powerful lever to develop, communicate and implement strategy (Fulmer & Bleak, 2007, Hewitt, 2007

Five Principles That Can Streamline Your Organization’s Success in Growing Leaders

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# 1: Start with the top Build C level commitment and passion for leader development through partnership and results Engage senior management as champions, role models, and faculty

#2: Directly link to the business --- and deliver results Integrate and align leader development practices with business strategy & priorities Demonstrate value in business terms and develop metrics that reflect business goals

#3: Build an integrated leadership strategy Create a compelling vision, business case, and strategy for leader development Design a mosaic of the “targeted” programs and development solutions for maximum impact

#4: Drive consistency in the execution of leadership programs and practices • Cascade programs to improve reception and drive cultural & strategic change

• Customize solutions for business units to win strong senior management buy–in • Leverage key career transition points—’teachable moments’—especially for HiPos

#5: Hold leaders accountable for results—development and business results Differentiate and actively manage the development of high potential talent Anchor all talent and performance management practices with a lean competency model linked to strategic, reward and performance

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LEADERSHIP COMPETENCY MODEL

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Core Competencies

These are the personal skills required at all levels of leadership. Essential competencies provide the foundation that a person needs to become a leader. Without a strong foundation, the sides of the pyramid will soon crumble and fall as the base gives away.

CommunicatingBasic CommunicationsExpresses oneself effectively both orally and in written form.Communicate plans and activities in a manner that supports strategies for employee involvement.Actively listens to others.NegotiatingSkillfully settles differences by using a win-win approach in order to maintain relationships.TeamworkUses appropriate interpersonal style to steer team members towards the goal.Allocates decision making and other responsibilities to the appropriate individuals.Organizes resources to accomplish tasks with maximum efficiency.Influences events to achieve goals beyond what was call for.

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Creative Problem SolvingIdentifies and collects information relevant to the problem.Uses brainstorming techniques to create a variety of choices.Selects the best course of action by identifying all the alternatives and then makes a logical assumption.Interpersonal SkillsTreats others with respect, trust, and dignity.Works well with others by being considerate of the needs and feelings of each individual.Promotes a productive culture by valuing individuals and their contributions.Manage Client RelationshipsWorks effectively with both internal and external customers.Gathers and analyzes customer feedback to assist in decision making.Self-DirectionEstablishes goals, deliverables, timelines, and budgets with little or no motivation from superiors (self-motivation rather than passive acceptance).Assembles and leads teams to achieve established goals within deadlines.

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FlexibilityWillingness to change to meet organizational needs.Challenges established norms and make hard, but correct decisions.Adapts to stressful situations.Build appropriate relationshipsNetworks with peers and associates to build a support base.Builds constructive and supportive relationships.ProfessionalismSets the example.Stays current in terms of professional development.Contributes to and promotes the development of the profession through active participation in the community.FinancialDoes not waste resources.Looks for methods to improve processes that have a positive impact on the bottom line.Business AcumenReacts positively to key developments in area of expertise that may affect our business.Leads process improvement programs in all major systems falling under area of control.

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Leadership Competencies

Leadership AbilitiesDisplays attributes that make people glad to follow.Provides a feeling of trust.Rallies the troops and builds morale when the going gets tough.Visioning ProcessApplies effort to increase productiveness in areas needing the most improvement.Creates and set goals (visions).Senses the environment by using personal sway to influence subordinates and peers.Gain commitment by influencing team to set objectives and buy in on the process.Reinforces change by embracing it (prevents relapse into prior state).Create and Lead TeamsDevelops high-performance teams by establishing a spirit of cooperation and cohesion for

achieving goals.Quickly takes teams out of the storming and norming phases and into the performing phase.

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Assess Situations Quickly and AccuratelyTakes charge when the situation demands it.Makes the right things happen on time.Foster Conflict Resolutions (win-win)Effectively handles disagreements and conflicts.Settles disputes by focusing on solving the problems, without offending egos.Provides support and expertise to other leaders with respect to managing people.Evaluates the feasibility of alternative dispute resolution mechanisms.Project ManagementTracks critical steps in projects to ensure they are completed on time.Identifies and reacts to the outside forces that might influence or alter the organization's goals.Establishes a course-of-action to accomplish a specific goal.Identifies, evaluates, and implements measurement systems for current and future projects.

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Implement Employee Involvement StrategiesDevelops ownership by bringing employees in on the decision making and planning process.Provides the means to enable employee success, while maintaining the well-being of the

organization.Develops processes to engage employees in achieving the objectives of the organization.Empower employees by giving them the authority to get things accomplished in the most

efficient and timely manner.Coach and Train Peers and SubordinatesRecognizes that learning happens at every opportunity (treats mistakes as a learning event).Develops future leaders by being involved in the company mentoring program.Provides performance feedback, coaching, and career development to teams and individuals to

maximize their probability of success.Ensure leadership at every level by coaching employees to ensure the right things happen.Ensures performance feedback is an integral part of the day-to-day activities.

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Professional Competencies for Developing People

Adult LearningUnderstand and appreciate the diverse experiences of learners.Facilitate self-directed and help with the informal learning of others.Instructional DesignUse the Instructional Design (ISD) model:

Conduct needs assessment and analyze for performance needs.Design for maximum performance.Development material by fleshing out design.Deliver (implement) learning package.Evaluate using formative and summative methods throughout entire process.

Rapid DesignUses prototypes for to quickly create and deliver learning packages.

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ConsultingDetermine stakeholder's needs.Negotiate a solution.Ensure solution fulfills a business and/or organization requirement.InstructionPlan and prepare for instructionEngage learners though out entire instruction.Demonstrate effective presentation and facilitation skills.Provide clarification and feedback.Provide retention and transfer of newly learned skills and knowledge.

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Leadership assessment model

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Assessing Leadership

• Who they are (now we know)• How do we know?

– Why do we need to know? – Identifying and Assessing Leaders

(assessment strategies)

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Need to Identify Them

– Recruitment – Selection– Succession planning (promotion)– Development

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Assessment: How to

• Start with Job analysis:• Review job description • Confirm leadership duties and KSAOs

– (use factors and competencies)• Develop matrix (duties & competencies)• Document Job Analysis findings

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Assessment: Issues in Assessing

• Validity & reliability• Utility (effectiveness and cost)• Test portability

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Assessment: Issues

• Validity strategies– Content validity– Criterion related validity– Construct validity– Face validity

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Assessment: Issues

• Utility– Effectiveness – Logistics– Screening or ranking

• Costs– Internal: Agency Personnel– External: Vendors = $$$

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Assessment: Issues

• Validity Generalization– Constructs are valid– Job analysis: JA verification

• Test portability– Why re-invent the wheel?

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Assessment: Principal Traits

• Intelligence• Self-confidence• Determination• Integrity• Sociability

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Assessment: Methods

• Personal History • Assessment center • Behavioral interview / Oral board

– handout “Candidate Leadership Ratings”

• Written tests / inventories

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Assessment: Personal History

• Supplemental application blank• References• Past performance reviews• Past accomplishments• Peer assessments (promo / dev)

– 360 / multi-rater

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Assessment: Assessment Center

• Situational interview• In-basket technique• Job simulation• Leaderless Group Discussion

– Leader emergence

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Assessment: Written tests/ inventories

• Cognitive ability• Integrity inventories• Personality inventories• Leadership ability tests• Biodata

Implementation Leadership development program

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Evaluating Leadership Program

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