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Leadership
development
- The first
step is to determine what you really want to develop - managers, executives
or leaders.
- Most so-called
leadership development is actually executive development.
- An executive
occupies a multi-faceted, senior role with huge responsibilities.
- Many of
these responsibilities are managerial in nature - everything to do with
getting the best possible return from all resources at the organization's
disposal - money, people, material, energy and passion.
- In some
industries - those that compete on cost, for instance, the managerial
functions of the executive's role are the main keys to competitive advantage.
- In other
industries - especially those that compete on innovation, more leadership
is required.
- However,
in these cases, leadership need not come from executives. Some will,
some might be shown by various other employees at all levels. See thought
leadership for more on this.
- An effective
executive in this environment needs to be good at cultivating leadership
in others and providing them with a supportive culture.
- If you
are signing up to a blanket leadership development process that pays
no attention to the actual leadership versus managerial needs of your
organization, then you are using a shot-gun approach.
- If you
are only developing leadership in senior executives or budding senior
executives, then you might want to re-visit what leadership really means.
See the pages on leadership in LeadersDirect for some ideas
on this topic.
Characteristics
to develop in future leaders
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- Differences
between executive and leadership development
- Are
leaders born or made?
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All
pages written by Mitch
McCrimmon, Ph.D. and copyright © Self Renewal Group 1996-2008
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