Unit:- 2 Leadership Style and Behaviour
Five primary approaches for understanding and explaining leadership have evolved. There are following.
1. Traits approach
2. Satuational approach
3. Functional approach
4. Relational approach
5. Transformational approach
1.Trait approach to leadership
1) Leadership traits
The trait model of leadership focused on identifying the personal characteristics that cause effective leadership. Researchers through eff leaders must have certain personal qualities that set them apart from ineffective leaders and from people who never become leaders. Hundred of studies indicate that certain personal characteristics do appear to be associated with effective leadership. This approach suggest that nature played a key role in determining leadership potential. An individual was either born traits needed to be a leader or he or she lacked the physiological and psychological characteristics necessary for successful leadership. Traits alone are not they key to understanding leader effectiveness however some effective leaders do not possess all these traits and some leaders who possess them are not effective in their leadership roles. Contemporary primarily on five categories.
A. Cognitive abilities
B. Personality
C. Motivation
D. Social appraisal (social intelligence)
E. Problem solving skills and knowledge
A. Cognitive abilities:- Investigator has discovered s link between intelligence and effective leadership. Those who score on mental ability tests are generally more likely to emerge as leaders and perform successfully.
B. Personality:- Personality is very complex term following important things come under personality of a leader.
- Emotional stability
- Sociability
- Creative and Curious
- Trusting
- Organized and dependable
C. Motivation:- Effective leaders demonstrate a strong need for power and to a lesser extent a need for achievement. They also demonstrate a stronger motivation lead.
D. Social appraisal (social intelligence):- Social intelligence is the ability to recognize the feeling and behaviour of others in social situations and to respond effectively based on that knowledge. (understanding the social situation and change behaviour accordingly).
E. Problem solving skills and knowledge:- leaders who are better at identifying and solving problems bare more likely to advance their careers.
2. Situational approach to leadership
A. Fiddler's contingency model of leadership:- According to fielder the effectiveness of a leader in a given situation is influenced by three primary factors that control the amount of influence a leader has over followers.
1) The leaders position power
2) Task structure
3) The interpersonal relationship between leader and members
1) The leaders position power:- A leader gains power by virtue of his or her position with in a group organization , position that afford a leader the ability to reward and punish provide substantial position power.
2) Task structure:- Some task are highly structured. These task have very specific procedure and are generally easy for leaders to evaluate. In order had unstucture tasks may be accomplished in a number of different ways. In these situation it is very difficult for a leader to determine the best ethos of task completion and valuations of performance are extremely difficult to make.
3) The interpersonal relationship between leader and members:- A leader build a relationship with his or her followers through interaction. A good relationship is characterized by loyalty, affectio, trust and respect. Poor relationships result in lower motivation and commitment.
Conclusions:- Fielder concluded the most favourable condition for leaders exist when the relationship between the leader and followers is good, the task is highly Structured and the leaders position power is strong . The least favourable conditions exist when the relationship between the leader and followers poor the task bis highly unstuctured and the leaders position power is weak.
B. Path- Goal theory
This theory developed by Robert house. The path- Goal theory leadership theory says that leaders job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are able to exit with the goal of group or organization. Path-Goal theory suggest it is leaders job to provide followers with information support vor other resources necessary to achievement goals. The term path-goal implies they effective leader clarify followers path to their work goals and make the journey raiser by reducing roadback. Path-Goal theory is based a theory of organizational motivation called expectancy theory. Expectancy Theory claims that follower are more motivated to be productive when they believe that successful tasks completion will provide a path to a valuable goal.
Clearify the path to goal attainment for subordinates remove any obstacles to high performance, and express confidence in subordinates capabilities. Path-Goal theory identifies four kinds of leadership behaviours that motivate subordinates.
1) Directive leader:- The leader let's subordinates know what what is expected of them, schedules work to be done, and give specific guidance on how vto accomplish task.
2) Supportive leader:- The leader shows concern for the needs followers and is friendly.
3) participative leader:- The leader consult with group members and use their suggestions before making decision.
4) Achievement-Oriented leader:- The leaders sets challenging goals and expects followers to perform at their highest level .
3) Hersey and Blanchard - Situational Leadership model
This theory draws major views from contingency thinking. As the name implies, leadership depends upon each individual situation, and no single leadership style can be considered the best. According to Hershey and Blanchard, tasks are different and each type of task requires a different leadership style. A good leader will be able to adapt her or his leadership to the goals or objectives to be accomplished. Goal setting, capacity to assume responsibility, education, and experience are main factors that make a leader successful.
Hersey and Blanchard suggest that the readiness level of followers plays an important role in selecting appropriate leadership behavior.Hersey and Blanchard divide leader behavior into task and relationship dimensions. The appropriate degree of task and relationship behavior exhibited by a leader depends on the readiness of followers. Accordingtothesituationalleadershipapproach,followerreadinessconsists of two major components : ability (competence) and willingness (commitment). Ability/competence refers to skills, knowledge, and experience. Willingness/ commitment relates to feelings of confidence and motivation. Readiness levels can fluctuate as a follower moves from task to task or from one situation to another. Four combinations of ability and willingness indicate follower readiness.
Readiness Level 1: Low ability and low willingness (follower lacks skills and motivation)
Readiness Level 2: Low ability and high willingness (follower lacks skills but is committed)
Readiness Level 3: High ability and low willingness (follower is skilled but lacks motivation)
Readiness Level 4: High ability and high willingness (follower is skilled and motivated)
Hersey and Blanchard suggest appropriate task and relational orientations for each ofthe four levels of follower readiness.
R1 (Readiness Level 1) :- followers require specific guidance. The most effective leader behavior with R1 followers is high task-directed communication and low relationship-directed communication. Task-related messages direct and guide follower behavior.
R2 (Readiness Level 2) :- R2 followers lack skills but are willing. Because they do not possess necessary task skills, they need direct guidance. Because they are putting forth effort, they need support. Thus, the most effective leader behavior with R2 followers is high task/high relationship.
R3 (Readiness Level 3 ) :- R3 followers are skilled but lack the willingness to perform. Leaders need to promote follower participation in decision making. Task guidance is not necessary since performance has been demonstrated, but leaders must encourage followers to discuss problems. The most effective leader behavior facilitates involvement by using low task and high relationship behavior.
• R4 (Readiness Level 4) :-R4 followers are skilled and willing. Delegating authority to these performers is the best strategy. Since task skills are well developed, task guidance is not necessary. Relationship behavior is not required because commitment and confidence are not a problem. This does not mean that relationship behavior should be completely ignored. Certainly a leader needs to offer support and recognition periodically to maintain the level of excellence.
Things do not change, we change. -Henry David Thoreau
By engaging in appropriate leadership behavior, Hersey and Blanchard suggest a leader can influence follower behavior. The manipulation of task and relationship behaviors in accordance with follower readiness can facilitate growth and development among followers. If leaders carefully diagnose the situation, communicate accordingly, and maintain flexibility as the situation changes, the situational leadership approach claims that they will be more effective in influencing followers.
3. Transactional leadership
Transactional leadership
Transactional leadership also known as managerial leadership.
it is a leadership style where the manager trust on rewards and punishments to achieve optimal job performance from his or her subordinates. Transactional leadership is such types of leadership that motivates subordinates by rewarding them for high performance and punish them for low performance. The leader rewards workers who perform their tasks to the specified levels and punishes workers who do not perform to those set standards. This relationship between leader and subordinates is based on theories that assume individuals are not self-motivated to do their tasks and need structure, instruction and supervision to accomplish their jobs. Set goals and give specific direction about what they demand from the employee and how they will be rewarded for their efforts. Provide productive feedback on performance. Focus on increasing the efficiency of employee within established routines and procedures. Show concern for existing rules rather than making changes. Respond to deviations from expected outcomes. Transactional leadership emphasizes results, stay within the existing structure of an organization.
4. functional approach to leadership
Traits and completion of group tasks.
they classified task related role in six types.
The initiator :- Leader in this role defines the problem, establishes the agenda and procedures, and proposes innovative strategies and solutions.
The information/opinion seeker :- Leader in this role solicits ideas, asks questions about information provided by others, and asks for evaluations of information and procedure.
The information/opinion giver :- Leader in this role presents and evaluates facts and information and evaluates procedure.
The elaborator:- The elaborator provides examples and background as a means for clarifying ideas and speculates how proposed solutions might work.
The coordinator :- leader in this role summarizes interaction, looks for relationships among ideas and suggestions, and focuses group members on specific issues and tasks.
The energizer :- In groups, the energizer stimulates or arouses the group to achieve excellence and promotes activity and excitement.
2)Group-Building and Maintenance Roles
Leader who fulfill these roles contribute to the development and maintenance of open, supportive, and healthy interpersonal relationships among group members.
There are Four group-building and maintenance roles.
The encourager :- Leader in this role supports and praises the contributions of others, communicates a sense of belonging and solidarity (unity of feeling) among group members, and accepts and appreciates divergent viewpoints.
The harmonizer/compromiser :- This role helps group member to mediate conflict, reduces tension through joking, and attempts to bring group members with opposing points of view closer together.
The gatekeeper :- This person encourages the involvement of shy or uninvolved group members and motivate them for communication.
The standard-setter:- This person in this role expresses group values and standards and applies standards to the evaluation of the group process.
3) Individual Roles
When a group member's behavior is not supportive of task or group relationships, group effectiveness can be minimized. Although a certain degree of individuality is healthy, individualcentered behaviors do not contribute to task completion or relationship development and maintenance. Five possible disruptive individual roles are included here.
The aggressor
The blocker.
The recognition-seeker
The player
The dominator
The aggressor :- This person attacks the ideas, opinions, and values of others; uses aggressive humor; and makes personal judgments.
The blocker :- This group member resists the ideas and opinions of others. Do not take others ideas more seriously.
The recognition-seeker :- Another individual who minimizes group effectiveness is the person who relates personal accomplishments to the group and claims to be more expert and knowledgeable than other group members on virtually every topic.
The player :- This group member maintains a non caring attitude (do not showing kindness or concern for others) and makes jokes at inappropriate times.
The dominator :-Particularly disruptive, the dominator lacks respect for the views of others, disconfirms the ideas and opinions of others, and frequently interrupts.
5.Transformational Leadership
Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs. for personal growth and that motivates subordinates to work for the good of the organization. Transformational leadership occurs when managers change (or transform) their subordinates in three important ways:
Transformational managers make subordinates aware of how important their jobs are for the organization and how necessary it is for them to performthose jobs as best they can so the organization can attain its goals. Transformational managers make their subordinates aware of the subordinates' own needs for personal growth, development, and accomplishment. Transformational managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit. Transformational leadership goes beyond transaction.
Such leader demonstrate sense of mission, inspiration, emotional support.
Transformational behavior may be directly related to his or her communication skills.Scholars found that those leaders with the most developed cognitive and communicative abilities were the most likely to be perceived as transformational by their followers. Five primary characteristics appear, in one form or another, in all of the classification systems dealing with extraordinary leaders. Transformational leaders are creative, interactive, visionary, empowering, and passionate.
Characteristics of transformational leader:-
1. Creative :- They constantly challenge the status quo by seeking out new ideas, products, and ways of performing tasks.
2. Interactive :- Transformational leaders are masterful communicators able to articulate (express idea or feeling fluently coherently)and define ideas and concepts that escape others. Transformational leaders transmit their ideas through images, metaphors(figure of speech) and examples that organize meanings for followers.
3. Visionary (thinking about future with imagination or wisdom) :- Communicating a vision to followers is the most important act of the transformational leader. A vision is a clear statement or description of the direction in which an individual, group, or organization is headed.
4. Passionate (showing strong feeling):-Transformational leaders are passionately committed to their work. They love their jobs and . This passion and personal enthusiasm motivates others to perform at their highest levels as well. Transformational leaders are able to encourage others because they, first encourage themselves.
5. Empowering :- Transformational leaders empower others. Even an extraordinary leader cannot accomplish a great deal without capable followers. Transformational leaders encourage participation and involvement.
6. Self-management :- Transformational leaders typically don't need much direction from others, and are able to manage themselves well. They are also highly internally motivated, and they use this motivation to direct the organization to the right path.
7. Ability to take the right risks :- The ability to take calculated risks is a
key characteristic of a transformational leader. They use the intelligence gathered by team members to make informed decisions.
8. Make difficult decisions :- Transformational leaders do not shy away from difficult decisions. They make their decisions with a clear focus on the values, vision, objectives, and goals of the organization.
9. Inspirational :- People seek to be inspired and transformational leaders are perhaps the most inspiring of all. They have the ability to motivate others to rise to the occasion.
charismatic leader
German sociologist Max Weber, writing in the early twentieth century, was one of the first scholars to use the term charisma. The meaning of charisma is “gift” in Greek. Early Christians believed that God gave special gifts or abilities to church leaders.
•Charismatic leaders are excited and enthusiastic about their vision and clearly communicate it to their subordinates. The excitement, enthusiasm, and self-confidence of a charismatic leader contribute to the leader's being able to inspire followers to enthusiastically support his or her vision.
• Weber's foundational conception of charisma. (The Sociological Approach) A leader with extraordinary, almost magical, talents. An unstable or crisis situation
A radical vision for providing a solution to the crisis
A group of followers attracted to the extraordinary leader because they believe they are linked through the leader to powers that exceed usual limits.
A validation, through repeated success, of the extraordinary leader's talents and power.
The Behavioral Approach
• Based on a behavioral model of charisma, Robert House and Bernard Bass developed a set of conclusions about charismatic leaders.
Leader behaviors. Charismatic leaders have strong power needs, display high self-confidence, demonstrate competence, communicate high expectations, engage in effective argumentation.
Leader/follower relations:- Charismatics serve as targets for follower hopes, frustrations, and fears.
Elements of the charismatic situation:- Charismatic leaders are most likely to appear when groups are under stress. For a corporation, stress might involve bankruptcy or the loss of a major market.
Possess a vision that is unique, yet attainable:- A charismatic leader's vision differs from the status quo. It is unique, innovative, and energizing. At the same time, the charismatic leader's vision is not too radical.
Demonstrate personal power
The Communication Approach
1. Charismatics as Relationship Builders :- Charismatic leaders are skilled at linking with others. Their relationships with followers are characterized by strong feelings.
2. Charismatics as Impression Managers:- Charismatics excel at creating the desired impressions by interpreting the meaning of events, by providing directions or guidelines for behavior.
3. Examples for great charismatic leaders are Mahatma Gandhi, Winston Churchill, George Washington, and Nelson Mandela.
• The relational approach to leadership shifts the focus from the characteristics of leaders and followers (traits and situational) and leadership behaviors (functional) to the relationships among leaders and followers.
The relational approach has progressed through an early phase focusing on vertical dyadic relationships ( family relation or interest group relation) to the notion of leader-member exchange. There are two import models under Relational Approach. 1. Vertical Dyad Linkage Model 2. LeaderMember Exchange Theory
1. Vertical Dyad Linkage Model :- The most significant early relational approach to leadership was the vertical dyad linkage (VDL) model developed by George Graen and his associates.
Until the development of VDL theory, researchers believed that leaders used the same style, on average, with all the members of the group.
Graen and his colleagues discovered that this was not the case.
They found that leaders treat individual followers differently and that followers offered differing descriptions of the same leader.
• Few followers indicate that they feel high levels of trust and respect for their leader.
• In such relationships, followers felt a sense of duty and obligation to the leader and the tasks of the group or organization.
• Other followers perceived their relationship with the leader to be strained.
• These variations in linkage patterns resulted in two types of relationships: in-group and out-group.
• Factors as ability to live together, liking, similarity in values, and personality may influence in-group/out-group determinations.
• The leader might offer a follower more responsibility. If the follower accepts these additional duties and performs well, he or she may become a member of the in-group.
• Similarly in-group member may be the member of out-group if not performing according to the leader's will and expection.
What communication style used by leader for in-group and out-group ?
• Leader shows high levels of trust, and support with in-group members.
• followers are granted more responsibility and influence in decision making.
• Generally shows democratic or laissez faire leader style in communication (wants to focus the mission)
• Leader shows low levels of trust, and support with out-group members.
• followers are not granted more responsibility and influence in decision making.
• Authoritarian and task-oriented leadership communication is generally used with out-group members.
Leader-Member Exchange Theory
Leader-Member Exchange Theory (LMX) theory focuses on the quality of the relationship between an individual leader and follower rather than on categorizing followers as either a member of the in-group or the out-group.
Leader-Member Exchange Theory (LMX) researchers report that there is a link between relational quality and personal and organizational effectiveness.
Followers who have high LMX relationships with their leaders are:
More productive (produce a higher quality and quantity of work)
More satisfied with their jobs.
Servant leadership
• Servant leadership is a leadership philosophy in which the main goal of the leader is to serve.
• This is different from traditional leadership where the leader 's main focus is the prosper their company or organization.
• Servant leaders focus on service to follower, customers, and the organization.
• Mainly give importance to the needs of team members.
• Servant leaders Influenced by serving the needs of others.
• Servant leaders Promote team problem solving, individualized development.
• Servant leaders Motivate by providing autonomy and resources.
• Believe in the statement “Servant first, leader second.”
• Involve team members in decision making where it is necessary.
• Give support to team members as they need to meet their works and their personal goals.
• Build sense of community within team.
Steward 舌 2ITI 逗引匕1) leadership
• Steward leadership is the efficient management and growth of organizational resources, through leading the staff and activities of the organization as a non-owning steward- servant, in order to achieve the mission according to the objectives of the owners and stakeholders.
steward leader knows he/ she is not the owner.
major goal of stewardleadership is to grow the resources
steward leader serves
steward leader tries to achieve the goals of the owner.
Example- proper use of natural resources, proper utilization of shareholders capital for better return,
SERVANT LEADERSHIP
• Strategy: To ensure that other people's highest priority needs are being served and they develop as persons
• Core Identity: Servant
• Style of Leadership: Participant
Primary Action: Serve people's highest priority needs 一 “Servant first, leader second.”
Goal of Leadership: Empowered follower
STEWARD LEADERSHIP
Strategy: To achieve the objectives of the “owner” by managing the people and resources for growth
Core Identity: Steward
Style of Leadership: Between authoritarian and participative
Primary Action: Lead the organization to accomplish the desires and objectives of stakeholders. Leverage and grow the resources
Goal of Leadership: Fulfilled mission and sustainable organization
Values-based leadership
• Values-based leadership is a theory of management where the behavior of employees and the business is based on the stated values of the company.
• Values-based leadership philosophy states that people are mostly motivated by values and live according to these beliefs. In other word values are our most natural motivators.
• Values may be different for every company, but tend to revolve around the company's relationship with its customers, its workforce, and with society.
• Many companies use values-based leadership as a means of inspiring the workforce and creating a more efficient, effective, and productive business.
• A values-based leader is described as one who lives intentionally using his or her values as the touchstone to define actions, make decisions and fulfill mission.
• The commitment to a value system serves to strengthen the firm's culture, increases role clarity, retention, and productivity, and serves as a long-term benefit.
Values-based leadership is the idea that leaders should draw on their own and followers' values for direction and motivation.
When asked to describe their leadership as value-based leader, one indicated that the following traits are important:
The leader is genuine(authentic), honest and honorable.
The leader is responsible for the clarity of roles, expectations, goals and requirements.
Leadership should be systematic and predictable.
The leader sees and understands the individual needs and circumstances.
The leader should create involvement, commitment and motivation to the coworkers.
Principles of value-based leadership
• The first is self-reflection: leader must have the ability to identify and reflect on what he stand for, what his values are. If he don't know yourself, how can you lead yourself? If you can't lead yourself, how can you lead others?
• The second principle is balance:- which means the ability to see situations from multiple perspectives and differing viewpoints to gain a much fuller understanding. Balance means that you consider all sides and opinions with an open mind.
• The third principle is true self-confidence:- accepting yourself as you are. You recognize your strengths and your weaknesses and strive for continuous improvement.
• The fourth principle is genuine humility. Never forget who you are or where you came from. In addition, it helps you value each person you encounter and treat everyone respectfully.
• A firm's culture is driven by the leader of an organization, and the most successful organizations are led by a values-based leader.
A values-based leader is someone who knows what's really important to him- or herself and who uses their values as a guide and motivator.
When you truly know yourself and what you stand for, it is much easier to know what to do in any situation. It always comes down to doing the right thing and doing the best you can.
In summary, Leaders who embrace a values-based system both personally and for the organization are ensuring the success of their people and organization.
Measuring effect of leadership
Effective leadership is the key analyst of organizational success or failure while explaining the factors that lead to organizational success.
Previously researchers have determined the effectiveness of leaders based on examining the consequences of a leader's actions, measuring the attitude of followers in the direction of the leader and studying the leader behavior.
If a leader is able to influence his subordinates or organization in such a way that positive outcomes are realized, this constitutes an effective leader.
Measuring effect of leadership
• Following are the tools used for measuring effectiveness of leadership
Measuring specific leader outcomes:- Researchers have measured the specific outcome to assess the relative effectiveness of one leader as compared to another.
Group performance and success of group goals:-- most commonly used measure of leader effectiveness is assessing group performance and scope to which the goal and objectives of the group are met.
Subordinate leader effectiveness evaluation:- many researchers have investigated subordinates' evaluation of the leader effectiveness by asking followers to assess how well the leader perform and accomplish the specific outcome.
Develop subordinate job satisfaction.
Improve subordinate satisfaction :-the leader is effective when is able to influence and raise the performance of subordinate.
Improve subordinate satisfaction and performance:-- some researcher moreover have assessed both increased subordinate satisfaction with the leader and subordinate performance overall as an evaluation whether a leader is effective or not.
Advanced subordinate commitment and performance:-- ( if employees are committed to the organization and working to the higher level of performance)
Improved decision making:-- (if enhance superiority of leader 's communication and decision making)
Improve group performance :-- (if financial performance, leader ability to goal achievement, employee relation within group improved)
Subordinate Evaluation of the Leader's Effectiveness :-- how subordinate evaluate the leader's effectiveness?
Subordinates' opinion of and willingness to work for a leader:- (willing to work at high level of performance for the leader, enjoy working for the leader, get along with the leader, admire leader, have similar idea as leader, find their work styles compatible with leader)
Overall leader effectiveness:-- subordinates are asked to evaluate the effectiveness of their leader.(overall effectiveness)
Comparison of a leader's and follower's assessment of leader effectiveness.:-- (compared a leader's assessment of his or her abilities to the follower's assessment of the leader's effectiveness.)
Succession planning
• Succession planning also known as "replacement planning,"
• Succession planning ensures that businesses continue to run smoothly after a company's most important people move on to new opportunities, retire, or pass away.
• Succession planning evaluates each leader's skills, identifying potential replacements both within and outside the company and, in the case of internal replacements, training those employees so they're prepared to take over.
• A growing number of large organizations are developing successionplanning programs that take a systematic approach to identifying and developing future leaders.
• importance of leadership changeover and the high failure rate of new leaders suggest that succession planning is essential.
• It is very difficult to find younger workers to replace the important positions. So it is essential to make better plan for replacing the leader.
Characteristics of effective succession-planning
Experts report that effective succession-planning programs share the following characteristics.
Participation and support of top management:--When top leaders are involved, others are more likely to devote time and effort to succession concerns. The board of directors should also be included in the process from the start.
Include all leadership levels:- Succession planning is important for low-level management positions as well as for executive ones.
Organizational needs assessment:- Organizations must decide on the direction in which they are headed before they know what types of skills their future leaders must develop.
Competency focused:- Focusing on competencies means equipping people to take a variety of positions, not just the next one up the organizational ladder.
Characteristics of effective succession-planning
• Development :-- Future leaders must be developed. Development tools include job rotation, training programs, and mentoring. While organizations provide development opportunities, every employee is ultimately responsible for acquiring the competencies he or she needs to move into new leadership positions.
Benefits of Succession Planning
1. Chances for advancement and higher job satisfaction for Employees.
2. Knowing that the company is planning for future opportunities, support in career development among employees.
Transfer knowledge and expertise to the employees.
Provide better track to the employees so that positions can be filled internally when opportunities arise.
With succession planning, leadership and employees are better able to share company values and vision.
New and energetic generation of leaders could be appointed in the organization.
Professional development
A systematic process that strengthens how professional obtain and retain knowledge, skill and attitude.
■Intentionally designed processes and activities
Improve organizational approaches.
■Professional development is to maintain or improve professional qualifications and experiences.
Leadersshould also develop their own qualities including communication, ability to motivate others and manage to others.
Leader is also a source of inspiration for other group members, so he/ she play important role to protect and improve group members' professional qualities.
■Through professional development, leaders gain a better understanding of how employees learn, promote company loyalty, and plan and manage change to adapt to industry trends.
Professional development is thus composed of a series of events and activities related to a particular profession, creating or developing sets of skills, knowledge, and attitudes in the areas of people's performance.
Professional development is the continuous process of acquiring new knowledge and skills that relate to ones profession, job responsibilities or work environment.
Professional development is needed for everyone and it is recommended that all staff members have a professional development goal that they are working toward.
Importance of Professional development
• professional development is important because it trains leaders to better engage with employees.
• It also helps to gain knowledge of customer needs and wants, and strive to set an example for others.
• Leaders who seek to improve their own performance often motivate employees to do the same.
• Leadership development also enables leaders to boost their own performance, able to find out solutions to company problems.
• It also Enhance decision-making skills.
• promote accountability within the organization.
Importance of Professional development
• Leadership development helps leaders practice interpersonal skills to maximize employee performance.
• Leadership development also helps to boost morale of leaders.
• Through professional development, leaders gain a better understanding of how employees learn, promote company loyalty.
• Through professional development leader knows about how to manage change.
• How do you overcome leadership placement and focus on leadership development?
Answer is “By implementing a leadership pipeline.”
❖A leadership pipeline is used to create a more systema tic and visible system of identifying candidates for succession and is combined with the processes for their development.
• The leadership pipeline model is effective in empowering the organization's employees and transforming their skills to new heights.
• The model creates a transform where employees have a clear career path available to them, which can be a powerful motivation in terms of productivity, but also skill development.
• The leadership pipeline mode presented a six-step model to reflect on the major events every leader goes through.
Models developed by scholars outlines a framework of leadership development from the junior positions to senior executives.
The leadership pipeline model creates an internal stepladder that moves eligible candidates from one position to another.
The leadership pipeline model generates a framework, which identifies leaders, assesses competencies of the leaders, plans leadership development, and measures the effectiveness of the model.
• There are six steps to the leadership pipeline model.
• Each stage is created in a way that the leaders are able to develop the competencies required for the next step. As leader pass from one leadership level to another leadership level the responsibility authority also changes ・
THE LEADERSHIP PIPELINE MODEL
Step 1: Managing Self to Managing Others
Step 2: Managing Others to Leading Managers
Step 3: Leading Managers to Functional Manager
Step 4: Functional Manager to Business Manager
Step 5: Business Manager to Group Manager
Step 6: Group Manager to Enterprise Manager.
Step:- 1 Managing self to managing others
employees should be taught during the first step include planning work, assigning work, the ability to motivate and coach others, and assessment of other employees. The emphasis is on the basic functions of management, such as reallocating time and other resources.
Step:- 2 Managing others to leading managers
ability to assess and select others for first-level roles, assigning and assisting them with managerial work, and measuring their progress in the new role. Step 3: Leading managers to functional manager. Developing the leader's communication skills further. Furthermore, functional managers are required to widen their understanding of the organization beyond just the tasks and performances they need to manage.
Step:- 4 Functional manager to business manager.
A business manager will need to be able to perform under bigger pressure, as the autonomy to make decisions expands further. ability to work, inspire and control different teams is needed.
Step:- 5 Business manager to group manager
A group manager must be able to consider new ventures and the discarding of old operations. Must be able maintain better understanding among various business activities. Must be able to understand impact of one business activity to another.
Step 6: Group manager to enterprise manager
The role of an enterprise manager becomes more about the long-term vision. At this level, leaders must be able to think big and see the road ahead, even when it hasn't been made yet.
leadership derailment and self defeating behavior
Research shows that 30% of high potential leaders fail to reach goals and expectations・
When a manager( leader) who was expected to go high in organization and who judged to have the ability to do so is fired, demoted below expected level of achievement is called derailing situation・
In cases of derailment, the skills required for the job and the leader 's skills are not matched・
This phenomenon is costly to individuals, as well as to organizations, in at least three areas: the impact of derailment on the career of the person who is derailed, the organization's loss of potential talent, and the impact on the people who are harmed by the outcomes of the poor leadership exercised by the person who is derailed・
Leader derailment occurs when leaders fail to reach their expected level of achievement and are being transferred, demoted, or removed from their position・
Essentially, leader derailment involves leaders not reaching their full potential as determined by their previous excellent work history・
Derailed leaders often lack self-awareness, have difficulty working and communicating with others, are unable to think strategically or deal with ambiguous situations, and fail to recognize talent in others.
One of the major reasons for its occurrence is that skills and competencies needed across positions and leadership levels may differ.
An individual who has consistently been perceived to be a high performer can derail if they are unable to adapt their skills and behaviors to meet the changing demands of the role or the organization.
Situations for leaders' derailment :----
During times of high stress
While carrying a heavy workload
When not paying attention to or monitoring their behavior
During times of change and transition (i.e., starting a new job)
Leadership Derailment
9% Technical Ability
59% Unable to work in teams 55% Unclear vision
73% Lack of clarity in communicating with others
Derailment Factors That Lead to Leadership Failure
Leadership derailment condition can evolve and change over time, depending on the environmental conditions and organizational demands. A characteristic that might not have derailed someone ten years ago could easily derail the individual today (i.e., insensitivity to gender issues, or racial bias).
•Causes creating derailed situation may be different for different companies or other words whaorganizations. In causes a leader to fall off track in one company may not do the same in another.
important reasons for leader derailment
• Researchers identified four important themes that appear across time and across cultures as reasons for leader derailment:
• Problems with interpersonal relationships.
• An inability to lead and develop a team.
• Inability to adapt during an organizational transition.
• Failure to meet business objectives.
Causes of leadership derailment
There are personal and organizational causes for leadership derailment.
Leaders who lack self-awareness.
Leaders who fail to learn from their experience.
Poor selection processes - not accurately assessing skills, capabilities, and/or culture fit.
Lack of teamwork. Lack of team orientation; driven by personal ambitions versus team success; not developing network.
Insufficient training/development. lack of commitment to learn; no formal training process; lack of focus from top management.
Promoting people so fast that they never finish a job and learn from their experience in any one position.
Poor leadership selection. Lack of hires with good leadership skills.
Lack of leadership qualities. Failure to lead/develop/inspire/engage; Lack of dedication to employees.
Emotional intelligence. Inability to make hard people decisions; lack of effort for self-development.
Inability to change. Lack of innovative thinking; failure to adapt; lack of flexibility.
Self defeating behavior
Self-defeating behavior refereed to the idea that people knowingly and intentionally do things that will cause them to fail and bring trouble or harm on themselves. If you are trying to accomplish some goal, and something you do makes it less likely that you will reach that goal, then that is a selfdefeating behavior. Self-defeating behaviors are those that are counter-productive and sel-destructive. If the goal is reached, but the ways you used to reach the goal cause more bad things to happen than the positive things you get from achieving the goal, that is also self-defeating behavior. Self defeating behaviors of the leader may cause derailment situation in the organization.
In leadership, there are five main self-defeating behaviors that one engages in which includes. Inability to build rela tio nships. Failure to meet business objectives. Inability to lead and build a team. Inability to adjust ( in changing situation).Inadequate preparation for promotion
A plan or action that isself-defeatingis likely to cause problems or difficulties instead of producing useful results.
Dishonesty is ultimately self-defeating.
Ways to measure the impact of leadership
1. Company performance.
2. External perception of leadership.
3. Internal perception of leadership. ( using 360 leadership assessments, annual employee survey pertaining to leadership,)
Succession planning measures.
Individual Development Plan (IDP) progress or completion.
Leadership development training measures.
