HK
International and Comparative HRM BHL
Subject : To be effective , leadership and management development must be aligned to organizational strategy. Critically evaluate this statement with reference to key elements of the management development cycle to include:
- Talent management and succession planning
- Competency frameworks
- Performance management systems ; and
- Training and development activities.
Further Information
- Introduction terms of reference – 200 words
- Defination objectives and purpose of LMD -400 words
- Effectiveness of LMD and link to performance -400 words
- LMD as a strategic process-400 words ( y is strategic / how)
- Talent Management inc link to management development cycle -400 words
- Performance/management and assessment (including competency frameworks) – 400 words(performance of manger)
- Training and Development activities as a part of LMD-400wrds
- Summary and conclusion – 400 words (Keypoints nd do u wnt agree LMD to strategiv organization)
Introduction
Leadership and Management development both are very essential for an individual as well as an Organizational development.Leadership and management development (LMD) has attracted much interest from academics and practitioner’s alike.Pfeffer (2010) suggests that abot 60% of all companies offer some from of leader or manager development. While there are some significant differences in the reports on LMD spending , it is speculated that LMD is a $250 billion worldwide industry ( Science Encyclopaedia 2010). Every organization in present time needs to develop an organizational strategy which will lead it to create, implement and evaluate decisions within organization to enable it to achieve its long-term objectives. Organizational strategy s...
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...s ,competitiveness of organizations and providing programmes that people will pay for , but associated with these are a number of rather diverse philosophical perspectives on the role of management and leadership within organization and how best to develop them.
From a review of the literature Yukl proposes that conditions for successful leadership training include : clear learning objectives : clear , meaningful content, appropriate sequencing of content , appropriate mix of training methods, opportunity for achieve practice, relevant, timely feedback , high trainee self-confidence, and appropriate follow-up activities. Thus a well considered approach that clearly articulates how particular interventions will impact upon management and leadership capacity and , in turn, influence individual and organizational performance is most likely to yield effective results.
Its about the practices leaders use to transform values into actions, vision into realities, obstacles into innovations, separateness into solidarity and risk into rewards.
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
Leadership is a communication process of a leader and individuals in which the leaders behavior or attitude directs individuals towards any goal effectively. It is widely believed that leadership creates the vital link between organizational effectiveness and people’s performance at an organizational level (Avolio, 1999; McGrath and MacMillan, 2000). The effectiveness of an organization depends upon the leader having an effective leadership style in order to effectively reach the goal of the organization; with it being one of the key driving forces for improving a firm’s performance. Scholars suggest that effective leadership behaviors can facilitate the improvement of performance when organizations face problems (McGrath and MacMillan, 2000). To effectively achieve leadership of individuals and organizational outcomes, four theories can be used; Fiedler’s Contingency Model, Hersey and Blanchard’s Situational Leadership Model, Vroom & Yetton Participative Leadership Model, and House & Dessler Path-Goal Theory.
The purpose of Learning Leadership book is to answer a fundamental question: How do people learn leadership and how they can learn to become leaders? James M. Kouzes and Barry Z. Posner have written this book as an exclusive guide for leaders to become the best leader by practicing the five fundamentals of becoming an exemplary leader. The book provides a framework to help people of all levels and backgrounds to develop their leadership style and become the best leaders they can be. Kouzes and Posner provide leaders a practical series of actions and some coaching tips for developing their leadership process and helping them to create a context to grow. The larger purpose of this book is to help leaders
“A manager manages using authority-or the right to get others to do things by virtue of their positional power. While a leader leads through the ability to influence other people to do things using a certain degree of personal power or charisma” (McLean, 2005, p. 16). By definition, leadership is about influence. Therefore, it is impossible to discuss the theme of leadership without including followers or to try to explain the idea of team building without explaining the influence of a leader. While each concept is unique, both have a direct affect on the other. A leader is not a leader without someone following him or her and a team will always develop a leader whether indirectly or directly appointed. However, leadership and team building are much like the preverbal chicken and egg; and many theories have developed over several years trying to explain the influence on each other and the successful development of teams and leaders.
Management and leadership skills in nursing and other healthcare professions are becoming a more and more widely spoken of subject, as they are essential skills for everyday practice in delivering care (Gopee and Galloway, 2009). Effective management requires the nurse to be able to draw on evidence based knowledge and experience to develop the ability to manage competently during practice. Skills without knowledge, appropriate attitude and understanding will not equate to competency (Watson, 2002).
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, help them find purpose in their work, and effectively implement their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively concluded as attention through vision, meaning through communication, trust through positioning, and the deployment of self. A prominent feature of Leaders is the various
Presently many of us have learned that managers are primarily administrators who have learned to write business plans, utilize their resources and keep track of progress. We must learn that we are not limited by job title, and that means we can utilize our management skills in any position that we are in. We must also know that we can use our leadership skills in the same situations. On the other hand we have also learned that leaders are people who have an impact on those that surround them. The main difference that separates these two roles is that management is a function that must be utilized in any type of business, and leadership is the relationship that the leader has with his followers, which in turn can motivate and energize the organization.
Leaders are considered as an important part to any successful organization because the leader is not just being a successful leader but also to bring achievement to the organization and its employees. “Leadership is the ability to influence a group toward the achievement of goals.” (Robins, page 221). Leaders insist employees on entering training courses to improve the productivity, and to expand their knowledge.
Managers are not only interested in status quo, but also production, expansion and growth. Management was a system to control machines. Leadership can never be controlled. Where one sits in life determines what you see. To be a good manager one must look at views from different perspectives. As situations change, leadership relations change. Leadership cannot be transactional. It can only work if both parties keep their agreements. A class survey was held to compare leaders to managers. The overall opinion was that they are similar in many ways. A leader and a manager can be one in the same. The difference be...
The only way to develop the kind of leaders a changing organization needs is to make leadership a critical criterion for promotion, and then manage people’s careers to develop it.
The main component of an organization is people. A team of people work together to achieve the common goal of the organization. For an organization to operate successfully it must have a vision, policies, procedures and governance. Each of these four items are determined, implemented and overseen by the leaders of the organization. Leadership is an important part of each phase of an organization beginning with the start of the organization and continuing until the disbanding of the organization. Since leadership of an organization has a strong impact on every organization it is often researched in the study of organizational behavior (OB) (Kreitner & Kinick, 2014).
Hall, Peter, & Norris, Peter. (1993). Learning for leadership. Leadership & Organization Development Journal, 14(7), 35. Retrieved August 25, 2011, from ABI/INFORM Global. (Document ID: 81758).
In today’s complex management environment, I believe that the mindset of a manger weigh the same as their views and attitude on the job. Certainly, Jonathan Gosling an established scholar and the director of the Centre for Leadership Studies at the University of Exeter provide an excellent view on the diverse talent requirements in effective management. The main issue identified by the author is the connection between leadership and management. Separation of management and leadership is impractical. However not all good leaders are good managers and vice versa. Gosling, and Mintzberg (2003), argues that management without leadership promotes uninspired behavior, which hinders business activities. On the other hand, leadership devoid of management results in disconnect of actions and ideas. I concur with the author’s argument on the relationship between management and leadership. I believe that good managers should be good leaders too. However, most organizations do not enjoy both the benefits of effective leadership and management. In particular, most organizations lack either of these ...
The leadership challenge is all about how leaders mobilize others to make great things happen in an organization (Kouzes &Posner, 2012). It is based off the leader’s practices and how they work together as a team to innovate, challenge and reward others in any given situation. It’s about getting others to follow the leader and tag along on the leadership journey. There are five practices that Kouzes and Posner discuss in the book and they are as follows: model the way, inspire a shared vision, challenge the process, enable others to act, and encouraging the heart. These five practices are what happens when leaders engage with their team and great things happen (Kouzes & Posner, 2012). A leader is known for what they do within an organization.