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A major reason that leadership talent can be developed is that it involves

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Behaviors that can be translated into doable tasks

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After receiving negative feedback about her company, the CEO showed double-loop learning by saying

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"Maybe we are not in the right business"

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The opposite end of the leadership dimension forceful is

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Enabling

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Keith is a lopsided leader, so he best fits the category of being too

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Operational and too enabling

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Self-discipline plays an important role in leadership development because

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Many forms of personal development require self-discipline

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According to Richard Branson, the top executive of Virgin Atlantic, the best developer of a leader is

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Failure

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An important way for leaders to capitalize on challenging experiences is for them to be given

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Leeway in choosing how to resolve the problem

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To achieve multifunctional managerial development, a leader would have to

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Gain experience in various organizational units

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A major purpose of assigning managers to cross-functional teams to work on an important problem is to

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Give them experience in working with other disciplines

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A distinguishing characteristic of a mentoring relationship is that

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An emotional relationship exists between the mentor and the protege

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To use the shadowing form of mentoring, the protege

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Follows the mentor around for a stated period of time

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Online mentoring works by essentially

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Matching mentors and mentored employees via websites

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The support in a feedback-intensive management development program relates to

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Helping participants cope with the challenge of receiving feedback.

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A key element of behavioral role modeling involves

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Role-playing behavior that they learner has observed

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Multiple online role playing fantasy games are now in use in leadership development as a type of

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Simulation

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A major aim of the socializing approach to leadership development is for participants

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Understand and accept the company vision and values

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Shay works for Price water house Coopers where she participates in action learning for leadership development. Shay is therefore

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Sent abroad to work on a volunteer project

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Executive coaching can be part of leadership development because

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Managers receive advice and encouragement about leadership skills.

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The purpose of psychotherapy as leadership development is to

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Overcome emotional problems that could be blocking leadership development

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An important approach to succession planning is to

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Develop enough strong leaders throughout the company

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A strongly recommended approach for the board to use in choosing a new CEO is for the board members to

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Have direct and extensive contact with the candidates

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It has been observed that when a founder leaves a business

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The business often experiences considerable trauma.

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Cindy is hired to replace a well-liked leader. As a result Cindy is likely to

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Have some difficulty exerting her authority

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Developing a pool of leadership successors combines evaluating potential with giving high-potential candidates the

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Right type of developmental experiences

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Gary gets promoted to the CEO position partly because he is perceived to be an inside-outside leader, meaning that he

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Has experience at the company but also has an outside perspective

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Brenda has just assumed her first leadership position at her company. She is likely to face 3 challenges

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1. Uncertainty over how much time to spend leading versus doing individual tasks 2. Overcoming the resentment of people who wanted her position 3. Building relationships and fostering teamwork quickly enough

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Because individual differences exist among leaders, before conducting a leadership development and training program, first

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Conduct a needs analysis.

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What are the seven types of leadership development programs?

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feedback-intensive; skill-based; conceptual knowledge & awareness; personal growth; socialization; action learning; & coaching and psychotherapy

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What are the steps for developing a pool of successors?

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evaluate need; id executive competencies; id high-potential individuals for inclusion; establish individual tailored developmental programs for each; select and place based on performance, experience & potential; continuously monitor

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What are some challenges of being a new leader?

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time; overcoming resentment; building relationships; being realistic about process; becoming comfortable with unpopularity

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Self-Awareness

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Insightfully processing feedback about oneself to improve personal effectiveness.

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Single-loop learning

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A situation in which learners seek minimum feedback that might substantially confront their basic ideas or actions.

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Double-loop learning

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An in-depth style of learning that occurs when people use feedback to confront the validity of the goal or the values implicit in the situation.

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A promising area of self-awareness is for leaders to recognize their standing on two key dimensions of leadership:

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forceful versus enabling, and strategy versus operational.

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self-discipline

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The ability to mobilize one's efforts to stay focused on attaining an important goal. Self-discipline plays an important role in the continuous monitoring of one's behavior to ensure that needed self-development occurs.

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Three important life and work experiences that contribute to leadership development:

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Education, experience as a leader, and mentoring.

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Education (Leadership Development)

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Most high-level leaders are intelligent, well-informed people who gather knowledge throughout their career. The knowledge that accrues from formal education and self-study provides them with information for innovative problem solving. Being intellectually alert also helps them exert influence through logical persuasion.

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Experience (Leadership Development)

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The best experiences for leadership development are those that realistically challenge the manager. An important part of capitalizing on challenging experiences is for the leader/manager to be given leeway in how to resolve the problem. Two important aspects of leadership experience are work associates and the task itself (such as a complex and ambiguous assignment). An extreme approach to developing leadership skills is to be assigned responsibility for an area in which you lack the appropriate skills or knowledge of the business.

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Mentoring (Leadership Development)

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Can serve as a model for effective (or ineffective) leadership. Having more than one mentor is helpful because a mentoring relationship can fail.

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Mentor

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A more experienced person who develops a protégé's abilities through tutoring, coaching, guidance, and emotional support.

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Behaviors/Characteristics of Good Mentors:

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•Highly credible, and whose integrity shows through whether the message delivered is positive or negative •If necessary, will tell you things you do not want to hear, but listens to you •Interacts with you in a way that makes you want to improve your effectiveness •Makes you feel secure enough to be willing to take risks •Helps boost your self-confidence enough to put aside your inner doubts and fears •Encourages you to set stretch goals for yourself •Presents opportunities and points to challenges you might not have seen on your own

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Feedback Intensive Development Programs (Leadership Development):

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Help leaders develop by seeing more clearly their patterns of behavior, the reasons for such behaviors, and the impact of these behaviors and attitudes on their effectiveness.

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Skill Training (Leadership Development)

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Skill training in leadership development involves acquiring abilities and techniques that can be converted into action. Such training involves a considerable element of how to.

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Five methods of skill-based training are:

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lecture, case study, role play, behavior role modeling, and simulations. During simulations, participants play the role of company leaders and devise solutions to problems. Feedback on performance is provided.

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Standard University Approach (Leadership Development) (Conceptual)

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Equip people with a conceptual understanding of leadership. The concepts can be applied to leadership situations.

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Personal Growth Experiences (Leadership Development)

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Assumes that leaders are deeply in touch with their personal dreams and talents and will act to fulfill them. Another emphasis in these programs is learning who you need to be.

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Socialization Programs (Leadership Development)

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From the company standpoint, an essential type of leadership development is becoming socialized in the company vision and values.

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Action Learning (Leadership Development)

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A directly practical approach to leadership development and may be directed at areas outside the participant's expertise.

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Coaching & Psychotherapy (Leadership Development)

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Highly personal ways of developing as a leader. Psychotherapy is called for when the leader has emotional problems that lower his or her effectiveness.

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Leadership Succession

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An orderly process of identifying and grooming people to replace executives.

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Shadowing

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An approach to mentoring in which the trainee follows the mentor around for a stated period of time.

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Crucibles

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Critical events and experiences that more often reflect failure than grand success.

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Self awareness

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insightfully processing feedback about oneself to improve one's effectiveness. Ex ample: is there something in my leadership approach that creates turnover problems?

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Single loop learning

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occurs when learners seek minimum feedback that might substantially confront their basic ideas or actions. Example: engage in defensive thinking and tend not to act on the clues they receive. "That's interesting feedback. I'll keep it in mind."

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double loop learning

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occurs when people use feedback to confront the validity of the goal or the values implicit in the situation. Example: one must minimize defensive thinking." That's interesting feedback. It could be a wake up call that I'm working on the wrong project. I'll investigate further."

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Four kinds of lopsided leaders

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1. heroic leader: too forceful and strategic 2. presidential: too strategic and enabling 3. field general: too forceful and operational 4. one of the troops: too operational and enabling

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Self-discipline

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mobilizing one's effort and energy to stay focused on attaining an important goal. Example: a leader is convinced that active listening is an important leadership behavior. the leader attends workshops on active listening. the leader concentrates diligently in order to remember to listen actively.

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education

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there is a positive relationship between the amount of formal education and the level of leadership position attained

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experience

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without experience, knowledge cannot readily be converted into skills. helps build skills and insights a leader may not have formally studied. best experiences for leadership development are those that realistically challenge the manager

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Capitalizing on challenging experiences

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the leader or manager should be given leeway in choosing how to resolve the problem. extremely challenging experiences are referred to as crucibles, which reflect failure rather than grand success

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Sources of experience: work associates

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work associates can help a person develop in many ways. the worker might learn which type of praise is best for influencing others.

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Sources of experience: work-related tasks

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part of a leader's role is to be an effective and innovative problem solver. leadership ability is the most effective way of succeeding in areas where you lack technical expertise

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Broad experience

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assigning managers to cross-functional teams. Example: the manager of market research might be content to become a sales manager in order to enhance his or her portfolio

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Mentoring

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another experience based way to develop leadership capability is to be coached by an experienced, knowledgeable leader

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Informal verses formal mentoring

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proteges with informal mentors received greater benefits than proteges with formal mentors. informal mentors were also perceived as more effective

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shadowing

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directly observing the work activities of the mentor by following the person around for a stated period of time.

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online mentoring

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offers a wide pool of possible mentors and better matches between the mentor and the person mentored

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Effective mentoring behaviors

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1. highly credible: integrity shows through whether the message delivered is positive or negative 2. will tell you things you do not want to hear, but listens to you 3. interacts with you in a way that makes you want to improve your effectiveness 4. makes you feel secure enough to be willing to take risks 5. helps boost your self-confidence enough to put aside your inner doubts and fears 6. encourages you to set goals for yourself 7. presents opportunities and points to challenge you

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impact on leadership

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mentors demonstrating a high level of involvement tend to coach apprentices on how to handle certain leadership assignments. mentors help proteges understand the political aspects of the organization

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The importance of having more than one mentor

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one potential problem is that the mentor might perceive the protege to be a rival and attempt to damage his/her career. a common problem is that the mentor may wind up neglecting the protege due to his/her own responsibilities

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Leadership development programs

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a time-honored strategy for developing prospective new, and practicing leaders is to enroll them in leadership development programs. a real business is building leaders

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Types of leadership development programs

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feedback intensive programs helps leaders develop by seeing more clearly their patterns or behaviors, the reasons of such behaviors, and the impact of these behaviors. skill based programs: emphasis is on learning how to apply the knowledge. Example: a manager develops coaching skills to be a more effective leader

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5 different methods are used in skill based leadership

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lecture, case study, role play, behavioral role modeling, and simulations

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Conceptual knowledge and awareness programs

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equip people with a conceptual understanding of leadership. Example: putting ideas into practice

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Personal growth programs

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developing leaders who are deeply in touch with their personal dreams and talents

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Socialization programs

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becoming acclimated to the company and accepting its vision and values

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A ction learning programs

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working together in groups to solve organizational problems outside the usual sphere of influence. Example: assigning managers to socially responsible projects that are not part of company operations

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Coaching and psychotherapy

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managers coached receive advice and encouragement in relation to to their leadership skills . undergo treatment for emotional problems that could be blocking leadership effectiveness

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Leadership succession

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an orderly process of identifying and grooming people to replace managers

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How the board chooses a successor

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thoroughly screening candidates, background investigation, executive search firms (headhunters). board members should invest the time to develop a feel for the personal chemistry of the candidates through such means as casual conversations over dinner and lunch

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The emotional aspects of leadership succession

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leaders lose position, family owned firms might not have a willing family member to succeed .Family members may fight over who is best qualified to take the helm, or the owner and founder may not feel that any family member is qualified. The business may therefore have to be sold or simply abandoned; in any case, its identity will be lost.

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Another emotional aspect of leadership succession

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when a business founder is replaced by another leader, whether or not the enterprise is a family business. After the sale of his or her company, the business founder often stays on in some capacity, perhaps as a consultant or chair. Watching the new owner manage the business can be uncomfortable for the founder.

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Emotional aspects on the work group level

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when a departing leader is well liked by the group or team, it will be more difficult for the new leader to exert his or her authority or to be accepted. Another problem is that when the previous leader was well liked, turnover in the group will be higher and productivity might be lower. Yet, on the positive side, if the previous leader was disliked, turnover might be lower and productivity might be higher

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Developing a pool of successors

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1. evaluate the extent of an organization pending leadership shortage 2. identify needed executive competencies based on the firms future business needs, values, and strategies 3. identify high-potential individuals for possible inclusion i the pool, and identify straights 4. establish an individually tailored developmental program for each high-potential candidate that includes leadership development programs,job rotation, special assignments, and mentoring 5. select and place people into senior jobs based on their performance, experience, and potential 6. continuously monitor the program and give it top management support

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Growing inside leaders

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Company insiders promoted to a top position know the company, its culture, and its people but often do not see clearly the need for radical change. Outsiders may recognize the need for a new approach but may be limited because they do not understand the culture

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insider-outsiders

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internal candidates who have developed an outside perspective. they have considerable experience away from the company mainstream, and experience in taking on challenging opportunities

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People participate in leadership development programs for two purposes

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preparing to become a leader for the first time, or enhancing their leadership skills for a current position or advance into more leadership responsibility

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5 challenges of being a new leader

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1. uncertainty about how much time to spend verses doing individual tasks 2. overcoming the resentment of the people in the group who wanted your leadership position 3. building relationships and fostering teamwork quickly enough 4. having realistic expectations about how much you can accomplish right away 5. overcoming the need to be liked by everybody

CH15: Leadership Development and Succession-m – Flashcards

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