Tag Archives: Leadership Development
Everyone in a leadership or management role has their preferred way of operating.
This self-assessment contains statements about leadership and will help you assess what leadership style you normally operate out of. Six operational styles are identified.
Management / Administration Leadership
Completing the self-assessment will help you understand more about yourself and give you an insight into how your colleagues may also prefer to operate.
It can be used as a personal self-assessment or as part of a wider development activity.
In this 'Thoughts on Leadership' video, Paul Bridle talks about how people can be taught leadership but it is down to individual leaders to take ownership of their learning.
This inaugural survey aims to capture the leadership and development challenges that people in organisations face and how those issues can affect the effectiveness of organisations.
It also looks to establish what executives see as the: top leadership challenges facing their organisation most important skills for successful leaders, reasons why leaders fail to reach their potential ¢ most useful training and development programmes, key talent management challenges, including the effectiveness of training and development.
The five toughest challenges facing leaders today are employee engagement, effective strategy execution, talent management, driving work across organisational boundaries and encouraging collaboration across the organisation.
80% of respondents said change in their companies is mandated by senior management.
10% of respondents said change was driven at a lower level and later “blessed” by senior management.
There are three basic styles of leadership decision-making: authoritarian, democratic, and laissez-faire.
Authoritarian leaders rule their groups, democratic leaders try to include everyone in the decision-making process, and laissez-faire leaders let the group function without much - if any - interference.
We all talk about leaders who are autocratic – but very rarely do we hear about those that are democratic or let alone those who demonstrate a laissez-faire preference to leadership.
This self-assessment will give you an insight into how you prefer to behave in your leadership role.
The link below takes you to a TEDTALKS presented by Simon Sinek on inspirational leadership.
He has a simple but powerful model for inspirational leadership — starting with a golden circle and the question "Why?"
His examples include Apple, Martin Luther King, and the Wright brothers ...
Watch and Learn: Click Here
Traditional leadership has been hierarchical, but this one-size-fits-all method isn’t always the best solution. That’s where tag-team leadership comes in.
At Micron, an international memory and storage solutions company, leadership in the systems solution department is fluid. When a project is identified, one person takes the lead, organizes timelines and meetings, and drives the cross-functional teams’ tasks and deliverables—based on the system issue and the area of focus. The department uses an ARCI model (determining who should be Accountable, Responsible, Consulted and Informed), and the team comes together based on the answers.
The same fluid leadership concept is at play at Indianapolis-based public relations agency Borshoff. Depending on the client, the initiative and the tasks, one member of the account executive team is in charge and the rest of the team falls in line to support where needed.
You might wonder, Who’s in charge? Well, no one person, exactly. That’s because the leadership of these teams changes based on the project and the talent of its members, much like “tagging” the next leader into the game when it’s time. In these situations, leadership is more fluid, less rigid and certainly less conforming.
This type of situational leadership gives new life to teamwork in virtually every industry. Progressive companies are increasingly realizing that the benefits of leadership flexibility outweigh traditional models in certain situations. Even if you don’t think your company is set up for this type of leadership, you can still reap the benefits by making a few leadership shifts in this direction.
Work Is Changing
A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.
This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.
When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report
When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.