As stated by Goldstein (1993 p. 181) and Saddler-Smith (2006 p.375), evaluation involves the systematic gathering of judgemental and descriptive data. Such information enables human resource managers in effective decision making processes relating to adoption, selection, modification and value of the diversified instructional activities. Decisions made are fundamental since they support the development of the most fundamental and valuable asset of an organization, the human resource. The asset requires frequent and efficient development processes to enable individuals to function effectively. According to Piazza and Engen (2005, p. 5), strategic and successful HR development programs are vital in preparing individuals to perform higher level tasks. Such programs involve preparing learning plans within a specified period to facilitate performance changes. HR developments focus upon the competences of an organization in the initial stages, training, and development of workers.
Leadership Learning and Development Models
Today’s business world is therefore initiating more aggressive ways of developing the workforce to optimize their capabilities and enhance the efficiency of their businesses. Leadership development and learning has been a fundamental aspect of an organization. Sussman et al (2001, p. 335) stated that learning is a necessary and basic attribute for effective leadership. Full and customized experiences in leadership development contribute greatly in developing an effective team, individual skills, and organizational performance. Developing leadership helps in organizational growth, renewal, and change.
Great leaders do not take chances in developing their natural talents. Such individuals take time in learning ...
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... direction of the business and the working environment for employees. Such individuals are important in regulating and directing the corporate strategy. Besides developing the individual skills and talents, groups also develop to maximize on their capabilities. Various theories and models apply in expounding how leaders develop and how the learning process should take place. Learning is fundamental in ensuring effective successful performance. However, the steps recommended by various theories or models have not been subject to keen following in practice, particularly in the ELT. As stated by ELC (2009, p. 1), organizations need to invest more on the leadership development if the business is to secure competitive advantages. Increased performance will improve the competitiveness of the company, facilitating the ability to survive in today’s very competitive market.
The most effective leaders know better than to try to be someone they are not. They should always be searching for opportunities to reinvest in their strengths. Leaders need to stay true to who they are and make sure they have the right people around them. The book says those who surround themselves with similar personalities are at a disadvantage to those who are secure enough to be surrounded by people who strengths will compliment theirs.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
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.
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).
The leadership is a result of a combination of traits, with special emphasis on the personal qualities of the leader, which he should possess certain personality traits that would be special facilitators in leadership performance. This theory shows that leaders are born as such, there is no likelihood of 'making' them later with personal development techniques.
The learning obtained from the Leadership and Organizational Behavior course has been valuable. From this course, I have learned that while someone can be a manager or a leader, it is better to be both. The various topics discussed throughout the eight week course have provided the unique insight necessary to be an effective leader. The insight gained allow for the identification of the behaviors that an effective leader must possess and continually develop. By identifying these behaviors, I am better able to shape my leadership style and goals so that I can achieve my full career potential as a leader within my organization. Ultimately, I realize that it is important to both do things right and do the right things in all my actions within an organization.
The leadership is a privilege and it is such a privilege and an honor which will carry the tremendous responsibility which will inspire others to direct them to accomplish goals and vision of the organization. Leadership is about influencing the people, by producing direction, purpose and motivating in order to accomplish the mission, vision and improving the organization. The leadership philosophy is evolved based on the experiences, both positive and negative, in most of the initiatives and activities that we undertake. It is also one among the collaboration and teamwork within which the team members can utilize each other’s strengths to counter the weaknesses of the individuals. By observing, introspecting and experimenting we can developed a leadership paradigm which is inclusive, collaborative and proactive. We can develop the ability to recognize which will approach in order to reach the productive conclusion. The great leaders know their limitations and are capable at utilize their strengths and also the strengths of others to compensate.
Hughes, Ginnett, & Curphy (2009). Leadership: Enhancing the Lessons of Experience (6th Ed). New York, NY McGraw-Hill Irwin
When considering the term management, there has always been a common miss conception that this automatically makes an individual a leader. Leadership is only a single element of the management role. Many times managers are more comfortable utilizing a particular leadership style. While this may work well the majority of the time, certain employees or situations may require a different approach. Good leadership requires that the individual recognize the need for change to motivate their employees to accomplish the task at hand or to reach common goals. Understanding the importance of leadership is essential. However, the key element to focus on is what steps can be taken to improve one’s leadership capabilities. For many individuals this may be a difficult question to answer and may only be possible through self-assessment and reflection.
To be a good leader requires a lot of attention and focus as well as the ability to say what nobody wants to hear. Not only this, but the ability to speak well in front of large demanding crowds of people and to be able to hold their attention for prolonged amounts of time. "For certainly no one can deny
Managers should be able to lead the members of their work groups toward the accomplishment of the organization’s goals. Leading is defined as motivating and directing the members of the organization so that they contribute to the achievement of the goals of the organization. In order for leaders and managers to be effective they must understand the dynamics of individual and group behavior, to be able to motivate their employees, and be effective communicators. It is said that a good ...
Leadership is one of the most important facets in organizations. In most cases, leaders act with respect to organizational culture as well as the codes of conduct that determine the manner in which leaders relate with subordinates. Leadership entails the use of effective communication skills to get activities done in the workplace and to ensure that employees shelve their individual interests for the sake of their organizations’ shared targets. It is the role of leaders to ensure that consumers attain high quality products and services by making certain that members of their firms’ workforce are fully motivated to work effectively and utilize resources in an efficient manner (Bass, 22). With the increasingly sophisticated nature of the corporate world, leadership should not be based solely on the desire to control and coordinate affairs within the workplace, but leaders should also exhibit positive examples and continually monitor the changing trends in corporate governance to initiate the most relevant guidelines. Competitiveness can only be attained when leaders are in a position to set the right standards in their firms and coordinate affairs appropriately by understanding consumer and employee needs.
Great leadership is not achieved over night, and it is not something that one achieves and stops. Great leaders spend entire lives building and growing their leadership skills. It is not likely that a leader will one day wake up with all of the vision, influence, knowledge, respect, and momentum necessary to be great; these take time to develop. “It is the capacity to develop and improve their skills that distinguishes leaders from their followers.”
As I teach leadership development skills within my organization, the topic of personal and employee development naturally arises. When asked leaders often admit how little time is spent on their own development or that of their employees. The most frequent reason for why this is a reality is the lack of time. The problem with this mindset is that leaders often feel that they cannot send employees to a training or development activity, because they do not have anyone who can fill in for the employee while they are gone. In other words, the leader cannot develop their people, because the leader has not spent time developing their people. The habitual assessment and development of oneself and others represents a “deliberate practice” (Fullan, 2011, p.25), that must be adopted if the organization will be able to meet the changing demands of its environment and markets.
Human Resource Development (HRD) can be defined as any activity that contributes to the development of people working for an organisation. HRD is the framework for employees to develop their personal and organisational skills, knowledge and abilities. Development can be formal learning process such as in classroom training, a learning course, or a planned organisational change process; Or informal self-development orientation to engage in flexible, high performance organisations. Such processes include: