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Leadership
Development
LEADERSHIP THEORIES 2FE017
Spring 2015
Yuliya Ponomareva
Leadership development
Increasing publicity since 1990
Increasing competition
Importance of strategy
- Changing work envir...
Global Leadership
Multinational, global corporations require skills
of global leaders:
- cross-cultural leadership>>>cultu...
The rise of the leadership
development research
- Leader development
•&
- Leadership development
Corporate spending on leadership
development:
• Why so
much?
• Capability
gaps
Leadership failure incidents
• Lack of leadership skills
• Lack of interpersonal skills
Organization capabilities
What happens when leadership
improves?
• People stick around
• People are happier
• People are more productive
Employee br...
Evidence of leadership development
effectiveness:
• No conclusive evidence of effectiveness of
leadership development (Bur...
Initial theories in leadership
development:
• Grounded with trait approach
• Effective leaders possess a certain set of tr...
11
Nature Nurture
Generic determinants of
personality: novelty seeking
behavior, neuroticism
• Can be acquired early in li...
Common ground perspective
12
• Genes are switched on and off
by the environment
• Genes vary according to the
experience
D...
Big 5 personality traits
• Extraversion +++
• Agreeableness *
• Conscientiousness ++
• Neuroticism -
• Openness to experie...
Traits associated with leadership
- Intelligence
- Self-confidence
- Determination or perseverance
- Sociability
- Integri...
Critique of the trait approach to
leadership
- Grounded within the assumption of in-born
leadership characteristics
- Fail...
Long term focus on personality and
traits
• Traditional leaders’
traits:
• Sensitivity,
• Tyranny
• Intelligence
• Devotio...
Implicit theories about leadership:
- Exclusion of women
- Exclusion of followers
Need to redefine the development of
lead...
Leadership development across life
span:
18
Social environment
3 components of successful leadership
development
• Self-efficacy: locus of control
• Awareness
• Leadership skills
19
Organizational level
• Development of leaders and development of
leadership.
• Formal training and leadership development
...
Appraoches to organizational
leadership development
• Leadership competence
• Leadership development strategy
Organization level
Importance of fit between employees and
organization: LINKS with STRATEGY
1. Hiring practices
2. Develo...
Hiring practices
• Competence based recruitment:
- Job-based competences
- Team-based competences
- Firm-based competences...
Developing “Whole” Leaders
Placement decisions:
- Job placements
- Job rotation
Training for cognitive skills
- Self-direc...
Utilization & Assessment
- Performance measurement
- Career management
- Reward systems (Gold, Thorpe, Mumford,
2010)
Assessment tools
• Leadership Audit Questionnaire: vision,
strategy, empowerment, motivation, etc.
• 360 Degrees Assessmen...
Shortcomings in Leadership
Assessment and Development
• Hard to institutionalize
• High costs
• Poor implementation
• Long...
Conclusions
28
Leadership
Experiences
Genes
Leadership
Style
Training
Age
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Leadership Development

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This lecture was given as part of the Leadership theories undergraduate course at Linnaues University, Växjö, Sweden.

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Leadership Development

  1. 1. Leadership Development LEADERSHIP THEORIES 2FE017 Spring 2015 Yuliya Ponomareva
  2. 2. Leadership development Increasing publicity since 1990 Increasing competition Importance of strategy - Changing work environment: Knowledge-based tasks Need for problem-solving skills
  3. 3. Global Leadership Multinational, global corporations require skills of global leaders: - cross-cultural leadership>>>cultural intelligence - Importance of relationships and networks - Attitude towards experience and learning 3
  4. 4. The rise of the leadership development research - Leader development •& - Leadership development
  5. 5. Corporate spending on leadership development: • Why so much? • Capability gaps
  6. 6. Leadership failure incidents • Lack of leadership skills • Lack of interpersonal skills
  7. 7. Organization capabilities
  8. 8. What happens when leadership improves? • People stick around • People are happier • People are more productive Employee branding 8
  9. 9. Evidence of leadership development effectiveness: • No conclusive evidence of effectiveness of leadership development (Burgoyne et al., 2004) • Romanticized view on leadership • Limited knowledge about assessment of leadership 9
  10. 10. Initial theories in leadership development: • Grounded with trait approach • Effective leaders possess a certain set of traits 10
  11. 11. 11 Nature Nurture Generic determinants of personality: novelty seeking behavior, neuroticism • Can be acquired early in life Heredity of leadership style: 58% - Transformational leadership 48% - Transactional leadership • The traits can be reworked Overall 30% of leadership effectiveness is genetically predetermined • Development of leadership can be planned or accidental
  12. 12. Common ground perspective 12 • Genes are switched on and off by the environment • Genes vary according to the experience DEVELOPMENT
  13. 13. Big 5 personality traits • Extraversion +++ • Agreeableness * • Conscientiousness ++ • Neuroticism - • Openness to experience + Transactional leadership Transformational leadership 13
  14. 14. Traits associated with leadership - Intelligence - Self-confidence - Determination or perseverance - Sociability - Integrity (Bligh, 2011)
  15. 15. Critique of the trait approach to leadership - Grounded within the assumption of in-born leadership characteristics - Fails to consistently distinguish between leaders and non-leaders - Doesn't take into consideration the situational effects
  16. 16. Long term focus on personality and traits • Traditional leaders’ traits: • Sensitivity, • Tyranny • Intelligence • Devotion • Charisma • Strength • Attractiveness • Masculinity (Offermann et al., 1994) Traditional followers’ traits: • Enthusiasm • Good citizenship • Conformity • Insubordination • Incompetence (Sy, 2010)
  17. 17. Implicit theories about leadership: - Exclusion of women - Exclusion of followers Need to redefine the development of leadership
  18. 18. Leadership development across life span: 18 Social environment
  19. 19. 3 components of successful leadership development • Self-efficacy: locus of control • Awareness • Leadership skills 19
  20. 20. Organizational level • Development of leaders and development of leadership. • Formal training and leadership development • Focus: Problem solving, decision making. 20
  21. 21. Appraoches to organizational leadership development • Leadership competence • Leadership development strategy
  22. 22. Organization level Importance of fit between employees and organization: LINKS with STRATEGY 1. Hiring practices 2. Development and improvement 3. Utilization 22
  23. 23. Hiring practices • Competence based recruitment: - Job-based competences - Team-based competences - Firm-based competences (Fernandez-Araoz, et al., 2009)
  24. 24. Developing “Whole” Leaders Placement decisions: - Job placements - Job rotation Training for cognitive skills - Self-directed learning - Action learning - Soft training: team building Coaching for emotional skills - Executive coaching - Formal mentoring 24 Emphasis on Experience
  25. 25. Utilization & Assessment - Performance measurement - Career management - Reward systems (Gold, Thorpe, Mumford, 2010)
  26. 26. Assessment tools • Leadership Audit Questionnaire: vision, strategy, empowerment, motivation, etc. • 360 Degrees Assessment and Feedback 26 Bosses Third party Self Subordinates Peers
  27. 27. Shortcomings in Leadership Assessment and Development • Hard to institutionalize • High costs • Poor implementation • Long-term orientation- no feasible results in a short run 27
  28. 28. Conclusions 28 Leadership Experiences Genes Leadership Style Training Age

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