[Document title]

Asfaw, Tesfa
[Company name] [Company address]
Table of Contents
Leadership and Environment...........................................................................................................2

1. Introduction...........................................................................................................................2

2. Responsible Leadership........................................................................................................2

2.1 Responsible leadership behavior...................................................................................3

2.2 Outcomes of responsible leadership..............................................................................3

3. Power, Politics, and Leadership............................................................................................4

3.1 Leadership and Power...................................................................................................4

3.2 Sources of Power...........................................................................................................5

3.3 Bases of Power:.............................................................................................................5

3.4 THE NEED FOR POWER............................................................................................6

3.5 Influence Tactics of Leadership.....................................................................................6

3.6 Response to Influence Tactics.......................................................................................7

3.7 Ethical and Honest Tactics............................................................................................8

3.8 Unethical and Dishonest Tactics of Influencing............................................................9

4. Politics and Leadership.......................................................................................................10

4.1 Organizational Politics................................................................................................10

4.2 Factors Contributing to Organizational Politics..........................................................11

4.3 Political Tactics and Strategies....................................................................................12

4.4 Ethical Political Tactics and Strategies........................................................................13

4.5 Ethical Consideration in using power and Politics......................................................14

5. Strategic Leadership...........................................................................................................15

5.1 The Strategic Leadership Environment.......................................................................15

6. Leadership Development and Succession..........................................................................16

6.1 Leadership Development.............................................................................................16

 6.2 Leader and Leadership Development..........................................................................16

6.3 Key Components of Leadership Development...........................................................17

6.4 Processes in Leadership Development Programs........................................................17

6.5 Leadership Development Success...............................................................................18

6.6 Measurement of Leadership Effectiveness..................................................................19

Reference.......................................................................................................................................20

Leadership and Environment

1. Introduction

Leadership plays a pivotal role in shaping the destiny of organizations and societies. In the 21st
century, as global environmental challenges escalate, the intersection of leadership and the
environment becomes increasingly critical. Effective leaders are now expected not only to guide
their teams toward success but also to champion sustainability, environmental responsibility, and
ethical practices. Many widespread and repeated patterns of human behavior cause social and
environmental problems (Rockström et al. 2009). As environmental problems escalate, the
impetus for understanding where and how effective leadership can be found and fostered has
increased.

2. Responsible Leadership

Responsible leadership is a social and moral phenomenon that involves building and sustaining
social and moral relationships between business leaders and different stakeholders based on a
sense of justice, recognition, care, and accountability for a wide range of economic, ecological,
social, political, and human responsibilities.

Responsible leadership is a process of interaction with stakeholders integrating around a shared

goal, taking place in the company and outside and based on values and principles of ethics. It
involves ethical, values-based leadership in the pursuit of economic and societal progress and
sustainable development. Responsible leadership emphasizes leadership effectiveness, ethical
behavior, respect for stakeholders, and economically, socially, and environmentally sustainable
practices. This form of leadership aims to achieve a balance between the needs of the
organization and the needs of its stakeholders, establishing two-way communication with
stakeholders and identifying areas of converging and diverging interests. Responsible leadership
also involves actively engaging leaders in solving important social problems in an economically
efficient and effective way.

2.1 Responsible leadership behavior

According to (Pless, N. M. (2007) Responsible leadership behavior encompasses several key

aspects as discussed in the above section like: -

Ethical and Values-Based Leadership: Responsible leadership involves the global

exercise of ethical, values-based leadership in the pursuit of economic and societal
progress and sustainable development.
Stakeholder Engagement: It emphasizes respect for stakeholders and the establishment of
two-way communication with them, identifying areas of converging and diverging
interests and conducting negotiations to resolve potential conflicts.
Social and Environmental Impact: Responsible leadership involves considering the social
and environmental impact of company activity as a necessary element in achieving
economic efficiency.
Balancing Organizational and Stakeholder Needs: It aims to achieve a balance between
the needs of the organization and the needs of its stakeholders.
Solving Important Social Problems: Responsible leadership entails actively engaging
leaders in solving important social problems in an economically efficient and effective
way.
Leadership Effectiveness and Ethical Behavior: It emphasizes leadership effectiveness,
ethical behavior, and economically, socially, and environmentally sustainable practices.

2.2 Outcomes of responsible leadership

The outcomes of responsible leadership include:

Building public trust and creating value for stakeholders, contributing to sustainable
business success.
 Regaining the right to operate from society and earning and maintaining a reputable
status as a "great company."
Achieving a balance between the needs of the organization and the needs of its
stakeholders, establishing two-way communication with stakeholders, and resolving
potential conflicts through negotiations.
Actively engaging leaders in solving important social problems in an economically
efficient and effective way, using the provided products and services.
Long-term positive impact on the environment, leading to image and financial benefits
for the company.
Cultural change in companies, emphasizing customer and employee satisfaction,
sustainable development, and activities for local communities.
Fulfilling formal and legal requirements, making increased investment in human
resources, environment, and stakeholder relationships, which can impact the efficiency
and innovation of economic activities.

3. Power, Politics, and Leadership

The interaction between power, politics, and leadership is crucial in organizational behavior.
Leaders frequently leverage their power to influence others and attain their objectives, while
political tactics can be utilized to acquire and retain power. Political skill is, in fact, regarded as a
vital component of effective leadership. Leaders who possess both power and political acumen
are better equipped to navigate the intricate social dynamics of the workplace, establish alliances,
and persuade others to achieve their goals. Nevertheless, the use of power and political tactics
can also result in negative outcomes, such as reduced trust and satisfaction among followers.
Therefore, it is essential for leaders to balance their use of power and political tactics with ethical
considerations and focus on fostering positive relationships with their followers. Leaders who
can effectively manage their power and political tactics while upholding ethical standards are
more likely to succeed in accomplishing their objectives and maintaining favorable relationships
with their followers.
 3.1 Leadership and Power

The relationship between leadership and power is intricate and diverse. Power entails the
capacity to influence others to act in a certain way, while leadership involves inspiring and
guiding others toward a shared objective. Although leaders often wield power, not all influential
individuals are necessarily leaders.

Leadership can be viewed as a manifestation of power, given that leaders frequently possess the
ability to sway others and make decisions impacting the organization. However, leadership also
encompasses the task of motivating and energizing others to pursue a common goal, rather than
simply exercising authority over them.

Effective leaders leverage their power to cultivate a positive and fruitful work environment,
where employees feel appreciated and driven to contribute to the organization's prosperity. They
also utilize their power to make decisions that benefit the organization, prioritizing collective
interests over personal agendas.

It is imperative for leaders to exercise their power responsibly and ethically, as its misuse can
result in adverse outcomes such as employee discontent, diminished morale, and potential legal
ramifications. Consequently, leaders must be mindful of their power and utilize it in a manner
that advances the organization and its workforce.

3.2 Sources of Power

Reward: Derives from the ability to control and provide rewards, such as promotions,
salary increases, or other incentives.
Coercive: Arises from the ability to administer punishment or negative consequences to
influence behavior.
Legitimate: Originates from one's official position or authority within the organizational
hierarchy.
Referent: Based on charisma, personal attraction, and the strength of interpersonal
relationships.
Expert: Derives from specialized knowledge, skills, or expertise in a particular area.
Information: Stems from controlling or providing access to valuable information.
 3.3 Bases of Power:

Resource as Power: Control over essential resources, such as financial, material, or

human resources, which are critical for organizational functioning and success.
Decision Making as Power: Influence and authority derived from the ability to make
decisions, allocate resources, and control organizational processes.
Centrality: Power based on controlling activities that are central to the organization,
such as finance or critical operational functions.
Scarcity: Power derived from controlling scarce resources or obtaining additional
resources, leading to an enhanced perception of power and influence.

3.4 THE NEED FOR POWER

According to Jason A. Colquitt, Jeffery A. Lepine, and Michael J. Wesson, the need for power is
a fundamental aspect of human behavior and plays a significant role in organizational dynamics.
Individuals have a natural inclination to seek power and influence in various contexts, including
the workplace. Power can provide individuals with the ability to control resources, make
decisions, and shape the behavior of others.

The need for power in organizational settings can stem from various factors and motivations.
According to (1), the need for power can be attributed to several key aspects:
Influence and Impact
Control and Authority
Recognition and Respect
Achievement of Goals
Fulfillment of Ambitions

3.5 Influence Tactics of Leadership

According to Jason A. Colquitt, Jeffery A. Lepine, and Michael J. Wesson, Leaders use various
influence tactics to achieve their objectives and influence the behavior of others within the
organization. These tactics can be categorized into several broad categories, including rational
persuasion, inspirational appeals, consultation, collaboration, ingratiation, personal appeals,
exchange, and pressure.
 Rational persuasion involves using logical arguments and factual evidence to persuade
others to adopt a particular course of action. This tactic is effective when the target
audience is receptive to logical arguments and is motivated by the potential benefits of
the proposed action.
Inspirational appeals involve appealing to the emotions and values of others to motivate
them to act. This tactic is effective when the target audience is motivated by a sense of
purpose and shared values.
Consultation involves seeking input and feedback from others before making a decision.
This tactic is effective when the target audience feels valued and included in the decision-
making process.
Collaboration involves working together with others to achieve a common goal. This
tactic is effective when the target audience is motivated by a sense of teamwork and
shared responsibility.
Ingratiation involves using flattery and compliments to gain favor with others. This tactic
is effective when the target audience is motivated by a desire for social approval and
recognition.

Personal appeals involve appealing to personal relationships and connections to influence

others. This tactic is effective when the target audience is motivated by a sense of loyalty
and personal obligation.
Exchange involves offering something of value in exchange for compliance or
cooperation. This tactic is effective when the target audience is motivated by the potential
benefits of the exchange.
Pressure involves using threats or coercion to influence others. This tactic is effective
when the target audience is motivated by a fear of negative consequences.

Effective leaders use a combination of these influence tactics to achieve their objectives and
influence the behavior of others within the organization. By understanding the motivations and
preferences of their followers, leaders can tailor their influence tactics to achieve the desired
outcomes while maintaining positive relationships with their followers.
 3.6 Response to Influence Tactics

Leaders can respond to influence tactics by understanding the various tactics employed and their
potential impact on the organization. By recognizing these tactics, leaders can effectively
navigate and manage the influence attempts within the organization. It is essential for leaders to
be aware of the motivations and preferences of their followers, as this understanding can help
them tailor their responses to influence tactics in a way that aligns with the organization's goals
and values.

Leaders can also promote transparency and ethical behavior within the organization to mitigate
negative aspects of influence tactics. By fostering a culture of open communication and fairness,
leaders can create an environment where influence tactics are used in a constructive and ethical
manner. Furthermore, leaders can encourage the use of positive influence tactics such as rational
persuasion, collaboration, and consultation, which align with the organization's values and
contribute to a healthy and productive work environment.

Common responses to influence tactics include:

Compliance: Leaders may adhere to requests or directives from those in positions of

authority, especially if they perceive the demands as reasonable or advantageous.

Resistance: Leaders may push back against influence tactics that they view as
manipulative, unethical, or conflicting with their personal values and interests.
Negotiation: Leaders may opt for negotiation or compromise to find mutually beneficial
solutions when faced with influence attempts.
Collaboration: Leaders may choose to collaborate with others to collectively pursue
shared objectives, leveraging their skills and knowledge for positive outcomes.
Avoidance: Some Leaders may steer clear of situations or individuals they perceive as
politically charged or manipulative, focusing instead on their own tasks and obligations.

Overall, by being aware of influence tactics and their potential impact, leaders can proactively
address and respond to these tactics in a way that promotes ethical behavior, supports the
organization's goals, and fosters positive relationships among employees.
 3.7 Ethical and Honest Tactics

Ethical tactics of influencing refer to methods that align with an organization's values, promote
transparency, and uphold integrity. These tactics include rational persuasion, collaboration,
consultation, and building coalitions based on shared goals and mutual respect. They prioritize
open and honest communication, respect for diverse perspectives, and the pursuit of common
objectives for the benefit of the organization and its stakeholders.

Leaders can foster the use of ethical influence tactics by cultivating a culture that values
integrity, fairness, and ethical conduct. By encouraging open dialogue, promoting collaboration,
and acknowledging the contributions of all individuals, leaders can create an environment where
ethical influence tactics are not only encouraged but also recognized and rewarded.

Moreover, leaders can model ethical behavior and provide guidance on the appropriate use of
influence tactics, setting a positive example for others to follow. This can contribute to a work
environment where ethical influence tactics are the norm, leading to increased trust, cooperation,
and overall organizational effectiveness.

3.8 Unethical and Dishonest Tactics of Influencing

Unethical and deceitful methods of exerting influence can have harmful repercussions on an
organization, its ethos, and its stakeholders. Examples of such unethical tactics encompass
distorting information, propagating false rumors, resorting to coercion or intimidation, and
practicing favoritism or nepotism. These tactics can undermine trust, foster a toxic work
environment, and disrupt communication and collaboration.

It is imperative for leaders to remain vigilant in identifying and remedying unethical influence
tactics to preserve a healthy organizational culture. This can be accomplished through transparent
communication of ethical standards, establishing channels for reporting unethical conduct, and
holding individuals accountable for their behavior. Furthermore, fostering a culture of openness,
equity, and honesty can serve as a deterrent against the use of unethical influence tactics and
cultivate an environment where ethical conduct is esteemed and acknowledged.
By actively discouraging and addressing unethical influence tactics, leaders can uphold the
organization's principles, safeguard its standing, and ensure that influence within the organization
is exercised in a conscientious and ethical manner.

4. Politics and Leadership

The relationship between politics and leadership is intricate and often intertwined. Politics
involves utilizing power and influence to achieve personal goals, while leadership entails
inspiring and guiding others towards a common objective.

Leadership can be viewed as a type of political activity, as leaders frequently leverage their
power and influence to make decisions that affect the organization and its stakeholders.
However, leadership also involves motivating and inspiring others to work towards a shared
goal, rather than solely utilizing power to achieve personal objectives.

Effective leaders must possess the ability to navigate the political landscape of their organization,
as they often face opposition and resistance from various stakeholders. They must be adept at
building alliances, negotiating with others, and making strategic decisions that benefit the
organization.

Moreover, leaders must also be mindful of the ethical implications of their political actions. They
must ensure that their decisions align with the organization's values and principles, and that they
do not compromise their integrity or the trust of their followers.

In conclusion, politics and leadership are closely intertwined, as leaders often use their power
and influence to make decisions that impact the organization. However, effective leaders must
also possess the skills to navigate the political landscape of their organization while maintaining
their ethical standards and inspiring others towards a shared goal.

4.1 Organizational Politics

Organizational politics encompasses the utilization of power and influence strategies to

accomplish individual or group objectives within an organization. It involves the pursuit of
personal or collective interests through informal and at times manipulative methods, often
operating outside formal organizational channels.

Key elements of organizational politics include:

 Power Dynamics: Organizational politics is intricately linked to power dynamics within
the organization. Individuals or groups may engage in political behavior to acquire or
uphold power, influence decision-making, or further their own agendas.
Informal Networks: Political behavior frequently occurs within informal networks and
relationships, circumventing formal structures and procedures. These networks can be
utilized to disseminate information, form alliances, and garner support for specific
initiatives.
Influence Tactics: Individuals involved in organizational politics may deploy various
influence tactics, such as building coalitions, manipulating information, creating
perceptions of support, or leveraging personal connections to achieve their objectives.
Impact on Decision-Making: Organizational politics can sway decision-making
processes, potentially resulting in decisions that prioritize individual or group interests
over broader organizational goals.
Perception and Interpretation: The existence and impact of organizational politics can
be influenced by individual perceptions and interpretations of events within the
organization. What one person perceives as political maneuvering; another may view as
legitimate advocacy.

Understanding organizational politics is vital for leaders and managers, as it can influence
organizational culture, employee morale, and the overall effectiveness of the organization. By
acknowledging the presence of organizational politics and its potential impact, leaders can strive
to mitigate negative aspects, promote transparency, and encourage ethical behavior within the
organization.

4.2 Factors Contributing to Organizational Politics

Several factors contribute to the prevalence of organizational politics within a workplace. These
factors can include:

Ambiguity in Goals and Objectives: When organizational goals and objectives are
unclear or open to interpretation, individuals may engage in political behavior to advance
their own agendas or interpretations.
 Scarce Resources: Competition for limited resources, such as budget allocations, staff,
or recognition, can lead to political maneuvering as individuals seek to secure these
resources for themselves or their teams.
Power Dynamics: Hierarchical structures and power differentials within organizations
can create opportunities for individuals to engage in political behavior to gain or maintain
power and influence.
Organizational Change: During periods of change, such as restructuring, mergers, or
leadership transitions, uncertainty and disruption can fuel political behavior as
individuals seek to protect their interests or influence the outcomes of the change process.
Interdepartmental Dependencies: When different departments or units within an
organization are interdependent, conflicts of interest and power struggles may arise,
leading to political dynamics as each unit seeks to further its own objectives.
Lack of Trust: Low levels of trust among employees, between employees and
management, or within teams can contribute to a political environment as individuals
may resort to self-protective behaviors and alliances.
Performance Evaluation and Rewards: When performance evaluations, promotions,
and rewards are perceived as unfair or biased, individuals may engage in political tactics
to secure favorable outcomes for themselves.

Organizational Culture: A culture that tolerates or even encourages political behavior,

favoritism, or unethical conduct can perpetuate a political environment within the
organization.

Understanding these contributing factors can help leaders and managers address the root causes
of organizational politics and work towards creating a more transparent, fair, and collaborative
work environment. By promoting open communication, fairness, and ethical conduct,
organizations can mitigate the negative effects of political behavior and foster a culture of trust
and cooperation.
 4.3 Political Tactics and Strategies

Political tactics and strategies refer to the methods and approaches used by individuals within an
organization to influence decision-making, gain power, and achieve their objectives. These
tactics can include a range of behaviors such as coalition-building, bargaining, assertiveness,
appealing to higher authority, and using sanctions. Additionally, individuals may employ
strategies such as reasoning, friendliness, and leveraging organizational politics to advance their
interests and agendas within the workplace. Understanding political tactics and strategies is
crucial for navigating power dynamics and effectively managing relationships and influence
within organizational settings.

4.4 Ethical Political Tactics and Strategies

Ethical political tactics and strategies in the organizational context involve the use of principled
and morally sound approaches to influence decision-making, build alliances, and achieve
objectives within the workplace. These tactics and strategies prioritize honesty, transparency, and
fairness while navigating organizational politics. Examples of ethical political tactics may
include building coalitions based on shared values and goals, using reasoning and factual
arguments to support proposals, and fostering positive relationships through genuine friendliness
and goodwill. By employing ethical political tactics and strategies, individuals can navigate
power dynamics in a principled manner, contributing to a positive organizational culture and
effective collaboration.

Strategies aimed at Gaining Power- there are several tactics that leaders used directly in gaining
power:

Develop Power Contact

Control Vital Information
Stay Informed
Control Line of Communication
Bring in Outside Experts
Make a Quick Showing
Remember that everyone expects to be paid back.
Be the first to accept reasonable change.
Positive aspects of organizational politics:

Overcoming personnel inadequacies.

Coping with change.
Substituting for formal authority.

Organizational politics and self-protection:

Common self-protection strategies.

Avoiding action and risk taking.
Redirecting accountability and responsibility.
Defending turf.

4.5 Ethical Consideration in using power and Politics.

Ethical considerations in using power and politics within an organization are crucial for
maintaining fairness, transparency, and integrity. When leveraging power and engaging in
political activities, individuals should consider the ethical implications of their actions. This
includes ensuring that power is used responsibly and for the collective good rather than for
personal gain. Additionally, individuals should strive to uphold ethical standards when
employing political tactics, ensuring that their actions align with organizational values and do not
compromise the well-being of others. Ethical considerations also encompass fairness, justice, and
honesty in decision-making processes, as well as the avoidance of manipulative or coercive
tactics. By prioritizing ethical considerations in the use of power and politics, individuals can
contribute to a positive and ethical organizational culture.

Guidelines for ethical action in the organizational context include:

Consider the impact of your actions on others: Before engaging in any political
activity or using power, consider how your actions may affect others. Ensure that your
actions do not harm or disadvantage others.
Uphold organizational values: Ensure that your actions align with the values and
principles of the organization. Avoid engaging in activities that contradict or undermine
the organization's mission and values.
 Be transparent and honest: Be transparent about your intentions and actions. Avoid
using manipulative or deceptive tactics to achieve your goals.
Respect the rights of others: Respect the rights of others, including their privacy,
autonomy, and dignity. Avoid engaging in activities that violate the rights of others.
Seek consensus and collaboration: Seek to build consensus and collaborate with others
to achieve common goals. Avoid using power to impose your will on others.
Consider the long-term consequences: Consider the long-term consequences of your
actions. Avoid engaging in activities that may have negative consequences for the
organization or its stakeholders in the long run.

By following these guidelines, individuals can engage in ethical political activities and use power
responsibly within the organizational context.

5. Strategic Leadership

Strategic leadership entails the capacity to make well-founded decisions with significant
consequences, especially in uncertain, ambiguous, complex, or volatile settings. It involves
crafting plans that are both feasible and desirable for an organization and its collaborators, and
necessitates the ability to connect objectives, approaches, and resources to determine the most
effective course of action. Understanding the strategic environment, identifying its inherent
challenges, and cultivating the necessary skills to tackle those challenges are integral to this form
of leadership. Overall, strategic leadership is a multifaceted concept that combines the art of
leadership with the intricacies of strategy, emphasizing outcomes over methods and goals over
tactics.

5.1 The Strategic Leadership Environment

The Strategic Leadership Environment is a complex and dynamic system that includes both
internal and external factors that affect the resourcing, structuring, and operational performance
of an organization. The external environment includes factors such as threats to national security,
international alliances, national culture, the military-industrial complex, public opinion, federal
budget, technology, federal government, and private organizations. The internal environment
includes the various organizations, systems, and subsystems that exist at the strategic level within
and among the Services.
Successful strategic leaders must develop a sophisticated understanding of each aspect of the
environment and apply this knowledge to develop visions for their organizations and to influence
the external environment to set conditions for success. They must continuously scan the
environment, assess their observations, and discern how best to influence events for the benefit
of the organization. Furthermore, they must continuously apply themselves to building consensus
among key stakeholders.

Strategic leadership requires proactive consensus building and collaboration with other
organizations, agencies, and nations. At the same time, though the primary focus turns outward,
the leader must also tend to the internal organizational environment. The keys to a successful
transition to strategic leadership are an appreciation for the dramatic increase in scope of
leadership responsibilities, an understanding of the unique nature of these increased
responsibilities, and the dedication of effort necessary to understand and influence the complex
and dynamic environment in which these leadership responsibilities reside.

6. Leadership Development and Succession

6.1 Leadership Development

Leadership development encompasses the intentional and methodical process of improving the
leadership skills and characteristics of individuals within an organization. This involves
recognizing, fostering, and refining the skills, knowledge, and qualities essential for effective
leadership. Such a process may entail a range of activities, including training programs,
mentoring, coaching, job assignments, and formal education designed to enhance leadership
competencies. The objective of leadership development is to cultivate a pool of proficient leaders
capable of steering the organization toward its strategic goals and ensuring a seamless transition
in leadership roles through succession planning (Skipper, C. O., & Bell, L. C. (2008).

6.2 Leader and Leadership Development

According to Skipper, C. O., & Bell, L. C. (2008) Leader and leadership development are two
related concepts that are crucial for the success of any organization. A leader is an individual who
can influence and guide others towards achieving a common goal. Leadership development, on
the other hand, is the process of enhancing the skills, knowledge, and attributes of individuals to
become effective leaders.
Leadership development involves identifying potential leaders within an organization and
providing them with the necessary training, education, and experiences to develop their
leadership skills. This can include formal training programs, mentoring, coaching, job
assignments, and other activities aimed at developing leadership competencies. The goal of
leadership development is to create a pipeline of capable leaders who can guide the organization
towards its strategic objectives and ensure continuity in leadership positions through succession
planning.

Effective leadership development programs can have a significant impact on an organization's

success. They can help to improve employee engagement, increase productivity, and enhance the
organization's overall performance. By investing in leadership development, organizations can
create a culture of leadership that fosters innovation, collaboration, and continuous improvement.

6.3 Key Components of Leadership Development

Leadership development is a comprehensive process that involves various components aimed at

enhancing the skills, knowledge, and attributes of individuals to become effective leaders. Some
of the key components of leadership development include:

Self-awareness: This involves understanding one's strengths, weaknesses, values, and

beliefs. Self-awareness is crucial for effective leadership as it helps leaders to understand
their impact on others and make informed decisions.
Skill development: This involves developing the necessary skills required for effective
leadership, such as communication, problem-solving, decision-making, and conflict
resolution.
Mentoring and coaching: This involves working with experienced leaders who can
provide guidance, support, and feedback to help individuals develop their leadership
skills.
Job assignments: This involves providing individuals with challenging job assignments
that allow them to develop their leadership skills in a practical setting.
Formal education: This involves providing individuals with formal education, such as
leadership courses, workshops, and seminars, to enhance their knowledge and
understanding of leadership principles and practices.
 Feedback and evaluation: This involves providing individuals with regular feedback and
evaluation to help them identify areas for improvement and track their progress.
Succession planning: This involves identifying potential leaders within an organization
and providing them with the necessary training and development opportunities to prepare
them for future leadership roles.

6.4 Processes in Leadership Development Programs

Leadership development programs involve a range of processes aimed at enhancing the skills,
knowledge, and attributes of individuals to become effective leaders. Some of the key processes
involved in leadership development programs include:

Needs assessment: This involves identifying the leadership skills and competencies
required for the organization's success and assessing the current leadership capabilities of
individuals within the organization.
Goal setting: This involves setting clear and measurable goals for leadership development
programs that align with the organization's strategic objectives.
Curriculum development: This involves designing a comprehensive curriculum that
includes a range of activities such as training programs, mentoring, coaching, job
assignments, and formal education aimed at developing leadership competencies.
Delivery of training: This involves delivering the leadership development program
through various channels such as classroom training, online learning, coaching, and
mentoring.
Evaluation: This involves evaluating the effectiveness of the leadership development
program through various methods such as surveys, feedback, and performance metrics.
Continuous improvement: This involves using the evaluation results to continuously
improve the leadership development program and ensure that it remains relevant and
effective.
Succession planning: This involves identifying potential leaders within the organization
and providing them with the necessary training and development opportunities to prepare
them for future leadership roles.
 6.5 Leadership Development Success

Leadership development has been shown to contribute to organizational success in several ways.
Here are some key points on the success of leadership development:

Improved Employee Engagement: Effective leadership development programs can lead to

increased employee engagement. Engaged employees are more committed to their work,
more productive, and more likely to contribute to the organization's success.
Enhanced Organizational Performance: Strong leadership can positively impact
organizational performance by fostering a culture of accountability, innovation, and high
performance.
Succession Planning: Leadership development programs help organizations identify and
prepare future leaders, ensuring a smooth transition in leadership roles and continuity in
strategic direction.
Talent Retention: Investing in leadership development demonstrates a commitment to
employees' growth and can contribute to higher retention rates, as employees are more
likely to stay with an organization that invests in their professional development.
Adaptability and Change Management: Effective leadership development equips leaders
with the skills to navigate change, lead through uncertainty, and adapt to evolving
business environments.
Innovation and Creativity: Strong leadership fosters an environment where innovation
and creativity thrive, leading to the development of new ideas and solutions.
Improved Decision-Making: Well-developed leaders are better equipped to make
informed and effective decisions, leading to better outcomes for the organization.

6.6 Measurement of Leadership Effectiveness

Measuring leadership effectiveness is crucial for assessing the impact of leadership development
programs and identifying areas for improvement. Several methods can be used to measure
leadership effectiveness, including:

360-Degree Feedback: This involves gathering feedback from multiple sources, including
superiors, peers, subordinates, and other stakeholders, to provide a comprehensive view
of a leader's effectiveness.
 Leadership Assessments: Various assessment tools and surveys, such as the Leadership
Practices Inventory (LPI) developed by Kouzes and Posner, can be used to evaluate
leadership behaviors and practices.
Performance Metrics: Quantitative measures, such as key performance indicators (KPIs)
and business outcomes, can be used to assess the impact of leadership on organizational
performance.
Employee Surveys: Surveys can be used to gather feedback from employees on their
perceptions of leadership effectiveness, communication, and support from their leaders.
Talent Development and Promotion Rates: Tracking the development and promotion rates
of employees who have participated in leadership development programs can provide
insights into the effectiveness of those programs.
Succession Planning: The ability to identify and develop future leaders within the
organization can be an indicator of effective leadership development.
Organizational Culture and Climate: Assessing the organizational culture and climate can
provide insights into the impact of leadership on employee engagement, morale, and
overall organizational health.

Reference
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%20and%20Politics.pdf
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Business Ethics, 72(4), 395-410.
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