Leadership and Management

Development:
Developing Leaders

Week 9
HRDSP
Irene Mains
Importance of truly effective leaders…
• A better understanding of “effective leaders” in organisations
searched for over 50 years

• Leadership is most studied yet least understood concept of any in

social sciences: “ never have so many laboured so long to say so little”
(Bennis and Nanus 1997 pg20)
• Effective leaders associated with effective teams, increased morale,
team performance and profitability (McKinsey)
Management v Leadership
• “Managers are people who do things right; leaders are people who do the right things” Bennis and
Naus(1985;pg21)

• Managing is an authority relationship; leading is an influence relationship; and managing creates stability;
leading creates change. (Kent 2005;pg3)

• Leaders create an agenda for change , vision and strategy; and build a strong implementation network – a
motivated core group ( Jones et al 2000)

• Leadership may be defined as the capacity to influence people, by means of personal attributes and/or
behaviours, to achieve a common goal. (CIPD, 2013)

• Therefore: leaders and managers are qualitatively different and mutually exclusive and cannot occur in the same
person( Bennis& Nanus 1985)
However…
 People do not neatly fit with one title or the other and most scholars agree that success as a
manager in modern organisations involves leading (Yulk 2006)

 Kotters (1990) distinction creates a potentially ineffective scenario - management and leadership
approaches must be blended as strong leadership can disrupt order and efficiency; and strong
management can halt risk taking, creativity and innovation (Yulk 2006)

 the two functions – leading and managing – are best viewed as working in concert.
Why the growing interest in Leadership
Development?
• Competitive pressures (Palus and Horth 2003)

• Business more complex (Mumford et al 2000)

• Increased globalisation/internationalisation (Dalton et al 2002)

• Leadership has come into its own –no longer just a sub function of
management

• Many leaders are failing –up to 75%(Hogan 2002)

• New skills set required post Covid

• CMI- Great managers in a covid world

• Change will continue

Professional Identity
(is leadership really a profession??)
• “the relatively stable and enduring constellation of attributes, beliefs,
values, motives and experiences in terms of which people define
themselves in professional role” (Schein 1978 as cited in Ibarra 1999,
p.764)

How we see ourselves and

how others perceive us
Who is a “professional”?

• Independent Professionals
• E.g. lawyers, doctors, architects etc
• Occupationally-specific knowledge/skill base
• Operate (semi-)autonomously
• Monopoly position of entry to work

• Organisational Professionals
• E.g. leaders, managers, technicians, specialists
• Organisation-specific knowledge base
• Partial occupational closure

(Blackler, Reed & Whitaker 1993)

Leadership Theories
But …if our leader don’t have the required skills/ behaviours/
attitudes -is it possible to develop a leader ?
• Notion that it is not possible to train or develop individuals to become
leaders, given that traits are considered innate and relatively stable
over time (Northouse, 2010).

• So trait theory of leadership based on the notion that leaders are

born not made. Is this true ?
Born or made?

• 3 forces operate in development of leaders

• Genetics
• Early life experiences
• Work experiences (Burke 2006)
• Crucible to development of effective leaders is intense transformational
experiences – positive and negative
(Bennis and Thomas 2004)
• Everyone can make improvements in their leadership
( Bennis 1994;Conger 19920 Doh (2003)
How do we develop leaders?
• University based executive programmes help, but are not the whole answer (Kur
and Bunning 1996)
• Leadership competencies can be developed through
• Formal training
• Developmental activities
• Self help activities
(Yulk, 2006 )
• Model for developing managers:
• Need to understand the theory in the first place
• Need for assessment of current competency level
• Application component in safe environment and then in real life
(Whetton and Cameron, 2002pg 13)
Methods for Developing Leaders (SHRM,
2021)
• Assessment instruments
• Multirater (360-degree) feedback
• Coaching
• Mentoring
•  Leader-to-leader development
• Work experiences, stretch assignments and
rotational assignments
• Group-based leadership development
• SHRM LD tools and techniques
Development Methods
• Leadership Training
Programmes
• Behaviour Role Modelling
• Bandura’s social learning
theory (1986)
• Case discussions
• Business Games and
simulations
• Assessment centres
• Assignments
• Job Rotation
• Mentoring
• Executive coaching
• Outdoor programs
• Reflection
• Action Learning
• Experiential learning
• Multisource feedback
Perceived effectiveness of various development methods

1. Formal Mentoring
2. Project Management
3. Action learning teams
4. 360 degree feedback
5. Cross functional working
6. Intensive high level training programme
7. informal mentoring
7. In-company job rotation
8. External secondment
9. Participation in seminars and conferences
10. Academic programmes
10, MBA
11. Accelerated promotion
12. Voluntary community programmes

(Horne M, and Stedman Jones D, (2001) Leadership: the

challenge for all? IM, London.
Future trends

• Vertical development. The traditional focus, known as horizontal development, is on reinforcing the fundamental skills
and competencies needed to perform well at one's current level. While that will still be important, the uncertainty of the
emerging world of work will require a stronger emphasis on building employees' leadership capacity in more-complex
roles.

• Individual ownership. Established models rely on organizational structures, including human resources, to sponsor and
coordinate leadership development initiatives. But the strongest benefits are realized when workers are able to determine
their own training agenda.

• Collective leadership. Less hierarchy and more fluidity in the workplace will require leadership skills to be more widely
distributed across the workforce.

• Innovation. Greater agility and more experimentation are needed to meet the demands of the new environment.
• Globalisation : developing global mindset for leaders ( as per week 4 lecture) also viral for MNCs
In which areas
should we develop leaders?

• Business Track – real life problems

• Leadership track - lead individuals, groups and organisations
• Personal track – innate personal skills, characteristics, values and
traits
Most frequently cited skills of effective
managers/leaders
•Verbal communication (+listening)
•Managing time and stress
•Managing individual decisions
•Recognising, defining and solving problems
•Motivating and influencing others
•Delegating
•Setting goals and articulating a vision
•Team building
•Managing conflict
•Self awareness….
(Whetten and Cameron 2002)
The Reflective Practitioner
• “A commitment to question assumptions…embodied in theory and practice” (Reynolds 1999 p5380)

• The capacity to reflect relates directly to how effectively individuals can learn from their personal
experiences (Boud et al 1985)

• Reflection in Action…leading to forming new concepts ( Schon 1983)

• 3 attributes needed- open-mindedness, responsibility to find the truth, wholeheartedness to

overcome fears and make changes. (Yost et al 2000)

• Students can enhance their leadership ability through evaluating the significance of their
experiences from a leadership perspective….leads to development of hypotheses and critical
reflection. ( Densten and Gray, 2001)
Leadership and Management Skills – the competing values
framework
Flexibility/Change
CLAN SKILLS ADHOCRACY SKILLS
Communicating Solving Problems - Creativity
Teams and Teamwork Innovation
Empowering
Internal
Maintenance External
Positioning
HIERARCHY SKILLS MARKET SKILLS
Managing personal stress Motivating others
Managing Time Gaining power and influence
Self Awareness Managing Conflict
Analytical Problem Solving

Stability/Control

Quinn and Rohrbaugh 1983 (cited in chapter 1 of Whetten and Cameron)

Why Leaders/managers fail
• Ineffective communication skills
• Poor interpersonal skills
• Failure to clarify expectations
• Poor delegation/empowerment
• Unable to develop teamwork
• Lack of trust and integrity
• Unable to motivate others
• Poor planning
• Failure to monitor performance and feedback
• Failure to remove performance roadblocks
• (Camp et al 2001; cited in Whetten and Cameron)
Why Leadership Development may fail :
• Limited opportunity to transfer new skills to the workplace
• Absence of strategic clarity
• A top down management approach
• Organisational politics
• Cross functional conflict

• Harvard Business Review 2016- Why Leadership training fails

How to enhance success of
LD programmes:
• Senior leadership team has a clear set of values and a long-term strategic plan.
• Organisations must ensure that their recruitment, promotion and development strategies reflect the
systemic changes that have been introduced.
• Gather insights from staff to examine the barriers to the successful execution of the any strategy.
• Redesign organisational roles and responsibilities to suit the organisation’s new strategy.
• Provide staff with day-to-day coaching
• Organisations can also introduce training programmes when necessary;
• Change in behaviours can be measured by using various organisational and personnel metrics.

• Harvard Business Review 2016- Why Leadership training fails

• CIPD- ARTICLE REVIEW- WHATS HOLDING LD TRAINING BACK
Leadership today…what is needed right now?

• Honesty and Integrity • Awareness

• Living personal mission and values • Vulnerability
(value based leadership)
• Empathy
• Be visibly committed
• Be self aware • Compassion
• Have humility
• Tune in
• CMI- Great managers in a covid world • Connect
• Be grateful
• Emotional Intelligence is key • Develop perspective and
• (SHRM, 2021)
meaning
• Foster belonging
• Take care of people
• Emotional Intelligence Is Key to Outstan
ding Leadership • McKinsey and company- leading
. in a crisis- Oct 2020
5 behaviours that leaders need (CIPD, 2022)
• open, fair and consistent.
• handling conflicts and problems.
• knowledge, clarity and guidance.
• building and sustaining relationships.
• supporting development.
https://www.cipd.co.uk/knowledge/strategy/development/management-factsheet

• You can read more about supporting management/ leadership development and its
importance in the report ‘
Soft skills in hard times: why good people management matters more than ever’.
A different way to think of leadership
development …
• TED TALK - LSHIP DEVELOPMENT NEW WAY OF THINKING

• While watching the video consider the following questions:

• 1. What are the 2 realities of leadership?
• 2. Define horizontal development and vertical development
• 3. What are the key takeaways from this relating to how e develop
leaders?
 Recommended Reading –

Whetten, D. A. and Cameron, K. S. (2007) Developing Management Skills. 7th edition,

Prentice Hall

Kent, T. W. (2005) ‘Leading and managing: it takes two to tango’, Management Decision 43
(7/8): 1010-1017.
Supplementary Reading

Avery, G. C. (2004) Understanding Leadership. London: Sage Chapter 1

Humphreys, J. and Einstein, W. O. (2003) ‘Nothing new under the sun: transformational
leadership from a historical perspective’,
Management Decision 41: 1.

Northouse, P. (2001) Leadership: Theory and Practice. 2nd edition. Thousand Oaks: Sage
.
Rickards, T. and Clark, M. (2006) Dilemmas of Leadership. Abingdon: Routledge. Chapter 2

Yukl, G. (2006) Leadership in Organizations. 6th edition. NJ: Pearson/Prentice Hall Chapter 1
Nahavandi, A (2012) The Art & Science of Leadership (6th ed.) Pearson –
chapter 2 – “The Global & Cultural Contexts”
Northhouse, P G (2013) Leadership Theory & Practice. Sage Publications. –
Chapters 14 & 15 – “Women & Leadership” & “Culture and Leadership”
Northouse, PG (2019) Leadership Theory & Practice. Sage Publications;
Chapter 1- Introduction to Leadership
Schedlitzki and Edwards (2018); Studying Leadership: Traditional and
Critical Approaches; Sage -2nd edition
Yukl, G (2010) Leadership in Organisations (7th ed.) Pearson – Chapter 15
“Gender, Diversity & Cross-Cultural Leadership”
Reading References

• Aleksic V.S.,2016, Followers in the Organizational Leadership Process, Economic Horizons, May-August, vol. 18, no.
2, pp:135-148.
• Browaeys, J. and Price, R. 2014, Understanding Cross Cultural Management, 2nd edn, FT/Prentice Hall, Harlow.
• Haslam S.A., Reicher S.E. & Platow M.J., 2010, The New Psychology of Leadership, www.gcu.ac.uk, library link e
book.
• Kroeber and Kluckholn in Dean, J. 2012, "Cultural Norms and Company Laws in Europe", Global Journal of Business
and Social Science, vol. 3, no. 5, pp. 281-295.
• Moorthy R. 2014, An Empirical Study of Leadership Theory Preferences among Gen Y in Malaysia, Review of
Integrative Business & Economics, www.sibresearch.org.
• Northouse, P.G. 2010, Leadership Theory and Practice, 5th edn, Sage, Thousand Oaks, CA.
• Stogdill in Moorthy R. 2014, An Empirical Study of Leadership Theory Preferences among Gen Y in Malaysia, Review
of Integrative Business & Economics, www.sibresearch.org.
• Yukl G. 2010, Leadership in Organizations, 7th Edition, Pearson