LMD 4

Developing Leaders
Leaders or Managers?
Expanding the collective capacity of organisational members to engage effectively in
leadership roles and processes (Day, 2000: 582)
May not have a formal authority, ability to respond to an unseen issue, cognitive or
behavioural
Change organisational structure, develop high-potential individuals, improve staff
engagement levels, accelerate change within the organisation, improve business
performance, address current underperformance of staff

Leader Development
Capital Type: Human - skills, competencies, knowledge
Leadership Model: Individual - personal power, trustworthiness
Competence Base: Intrapersonal - self-awareness, self-regulation, self-motivation

Leadership Development
Capital Type: Social - actual and potential
Leadership Model: Relational - commitments, mutual respect, trust
Competence Base: Interpersonal - social awareness and skills, influence

LMD 4

Leadership Competencies
Centre for Creative Leadership: Core Leadership Competencies

Leadership Development Drivers

Assessment: evaluate individuals ability to lead, benchmark to competency framework
Challenge: give individual the opportunity to practically experience leadership
Under Challenge - lack of leverage potential, effective performance but lack of growth
Over Challenge - creates high stress, paralysis and failure
Balance - news skills necessary to meet new demands, opportunity to develop
(Browning & Van Velsor, 2003)
Support: sponsorship within the organisation needed to succeed
Practice

Human Capita

Social Capita

Strengths

Weaknesses

Assess

Challenge/Support

360 Feedback

Coaching

A/C/S

Mentoring

Possible

A/C

Networks

Possible

Job Assignment

Possible

A/S

Action Learning

C/S