Chapter 15

Developing
Leadership Skills

Praewparicha Rucharoenpornpanich, Ph.D.

01 Leadership Overview Agenda
02 Leadership Training Programs

03 Learning from Experience

04 Developmental Activities

05 Facilitating Leadership Development

06 Systems Perspective on
Leadership Development
 Leadership Overview

Self-development Leadership
activities competencies
Developmental carried out by individuals
activities on their own initiative.
usually embedded within
operational job assignments or
Formal conducted in conjunction with
those assignments.
Training
occurs during a
defined time period,
and it is usually
conducted away from
the manager’s
immediate work site by
training professionals.
 Leadership Training Programs

Types of Leadership Training Programs

• Leadership training can take many forms, from short workshops that last only a few hours and focus on a
narrow set of skills to programs that last for a year or more and cover a wide range of skills.
• A number of training programs are based on the application of a particular leadership theory.

Design of Leadership Training

Desirable Features for Training Programs

• Specific learning objectives
• Content based on a needs analysis
• Clear, meaningful content
• Appropriate sequencing of content
• Appropriate mix of training methods
• Opportunity for active practice
• Relevant, timely feedback
• Builds self-confidence of trainees
• Multiple delivery methods
• Multiple training sessions across regular time intervals
 Leadership Training Programs

Effects of Leadership Training

Criteria for assessing the effectiveness of formal

training programs include

Participants’ attitudinal reactions (i.e., ratings Learning in the form of knowledge and skill
01 of training utility and satisfaction with the 02 acquisition
training/instructors)

Transfer of learning whereby trainees utilize Results in the form of positive

03 acquired skills and abilities to improve 04 organizational outcomes such as lower
performance costs, increased profits, and reduced
absenteeism and turnover
Learning from Experience

Amount of Challenge

Variety of Tasks or Assignments

Accurate, Relevant Feedback

 Developmental Activities

Personal growth
programs
Executive
coaching
Simulations
07
Special
05
Mentoring
assignments 06

03 04
02
01 Developmental
Multi-source assessment centers
feedback
workshops
 Developmental Facilitating Leadership
Readiness Development
• function of a person's ability
and motivation to develop.
• People are more prepared
for leadership development
when they are able to:

1. Reflect upon and understand their personal

strengths and weaknesses, values, motives,
emotions, and personality;
2. Process both positive and negative feedback
about their current and potential competencies;
3. Reflect on how their thought patterns and self-
insights can be leveraged to learn from new
experiences.
 Support by the Boss
Facilitating Leadership
Before the Training:
• Inform subordinates about opportunities to get training.
Development
• Explain why the training is important and beneficial.
• Ask others who received the training to explain how it was useful.
• Change the work schedule to make it easier to attend training.
• Give a subordinate time off if necessary to prepare for the training.
• Support preparation activities such as distribution of questionnaires.
• Tell subordinates they will be asked to report on what was learned.

After the Training:

• Meet with the person to discuss what was learned how it can be applied.
• Jointly set specific objectives and action plans to use what was learned.
Learning Climate
• Make assignments that require use of the newly learned skills.
• Hold periodic review sessions to monitor progress in applying learning.
• Provide praise for applying the skills.
• Provide encouragement and coaching when difficulties are encountered.
• Include application of new skills in performance appraisals.
• Set an example for trainees by using the skills yourself.
 Facilitating Leadership
Development
Criteria for Developmental Assignments

01 02 03

The idea of using job assignments Assigning a challenging job to

At present, most organizations
for leadership development is someone who does not already
do not make job assignments
somewhat at odds with the possess all of the necessary
that explicitly provide adequate
traditional approach to selection skills can increase
developmental opportunities
and placement in an organization, development, but there is also
and a logical progression of
which seeks a good match between a risk of serious mistakes and
learning.
manager skills and job failure.
requirements.
Systems Perspective on
Leadership Development
Relationships Among Approaches
Integrating Developmental Activities
Guidelines for Self-Development
of Leadership Skills
• Develop a personal vision of career objectives.
• Seek appropriate mentors.
• Seek challenging developmental assignments.
• Use social networks to learn about developmental
opportunities.
• Improve self-monitoring.
• Seek relevant feedback.
• Learn from mistakes.
• Learn to view events from multiple perspectives.
• Be skeptical of easy answers.