Chapter 15 leadership research findings practice and skills 7th edition

• Explain how leaders develop through education, experience, and mentoring.. • Summarize the nature of leadership development programs.. Leadership Development• Unless top-level manageme

Chapter Fifteen

Leadership Development

& Succession

LEADERSHIP

Andrew J DuBrin, 7th Edition

Learning Objectives

• Explain how leaders develop through awareness and self-discipline.

• Explain how leaders develop through education, experience, and mentoring.

• Summarize the nature of leadership development programs.

• Describe the nature of leadership succession.

Leadership Development

• Unless top-level management assigns a high priority to developing leaders and succession planning, the

company will experience a steady attrition in talent.

• Leadership talent can be developed – remember that leaders are both born AND made.

• Leadership development is often perceived in terms of education and training, job experience, and coaching.

Leadership Development Through Self-Awareness & Self-Discipline

• Self-Awareness – Insightfully processing feedback about oneself to improve one’s

effectiveness.

• Self-Discipline – Mobilizing one’s effort and energy to stay focused on attaining an important goal.

Development Through Education, Experience, & Mentoring

• Education

• Experience

• Challenging Experiences

• Broad Experiences

• Pivotal Life Experiences

• Mentoring

• Formal

• Informal

• Shadowing

Leadership Development Programs

• Feedback-Intensive Programs

• Skill-Based Programs

• Conceptual Knowledge and Awareness Programs

• Personal Growth Programs

• Socialization Programs

• Action Learning Programs

• Coaching and Psychotherapy

Leadership Succession

• Orderly process of identifying and grooming

people to replace managers.

• Succession planning is linked to leadership

development in two ways:

• Being groomed as a successor is part of

leadership development

• Process of choosing and fostering a successor

is part of a manager’s own development

Emotional Aspects of

Leadership Succession

• Should not be regarded as a detached, objective

management process

• In family firms, leadership succession is a highly emotional process

• Turnover and productivity can be impacted

• Emotional reactions can occur throughout the organization

Developing a Pool of

Successors

• Evaluate the extent of an organization’s pending leadership shortage

• Identify needed executive competencies

• Identify high-potential individuals for possible inclusion in the pool

• Establish an individually tailored developmental program for each potential candidate

• Select and place people into senior jobs based on their

performance, experience, and potential

• Continuously monitor the program and give it top

management support

Growing Inside-Outside

Leaders

• Should a company promote an insider or an

outsider to a top position?

• Insiders know the company, culture, and people within the firm.

• Promoting insiders demonstrates opportunities for advancement to other workers.

• Political ties and unclear thinking can hinder an

insider’s potential.

• Best solution is to groom insiders with an outsider perspective.

Challenges of Being a New Leader

• Time Management

• Overcoming Resentment

• Building Relationships Quickly Enough

• Being Realistic About the Process

• Becoming Comfortable with Unpopularity

• Leadership and management development are widely practiced in many firms.

• Leadership development may include self-development or an

organizationally-supported leadership development program.

• Education, leadership experience, and mentoring are all contributors to leadership development.

• Organizationally-supported leadership development programs vary widely.

• Leadership succession is linked to leadership development.

• Succession can have emotional outcomes.

• Research shows insiders with outside perspective make good leadership candidates.

• First-time leaders must face inevitable challenges in their role.