Leadership And Leadership Development Programs

Once you know the why, you can then evaluate the strength of the reasoning, (Browne and Keeley, 2015). Mr. Ravaswami gives numerous reasons throughout his memo on why CHCM should not develop a leadership development program. His first reason is that none of the current twelve senior executives required a development program in order to become leaders. He further states that leaders are born and not made and that a physical characteristic to look for in leaders is if they are tall. He also believes that leadership programs are a waste of money and that if the money is spent on the program, there won’t be money left in the budget for recruiting. He also believes that Ms. Forsythe has a personal agenda against him and is pushing the theories of the Aspen Institute; theories that he does not believe are appropriate for the culture of CHCM.

Many educational facilities recognise the value of effective leadership in a scholastic environment, and subsequently adopt and endorse a range of theories as an effective means of providing additional support and influence for both staff and students, and further to work towards achieving common goals (Reeves, 2006). A comprehensive leadership program is a critical part of any educational structure, where the motivation, inspiration and influence of staff are the central focus (Reeves, 2006). It is developed with support from both the community and school administrators, with the ideals of implementing processes that will result in the educational benefits of students on many levels. Successful school leaders possess a range of personal,

The results of these initial studies on the effectiveness of coaching interventions and the return on investment are encouraging indicators of a high performing talent strategy. However, a further review of the available academic literature is required to determine which scientific measures are best able to validate a coaching based leadership development initiative.

However, the benefits do not occur automatically, and successful implementation depends on a variety of facilitating conditions, including the quality of leadership. Some

the program can be invaluable in other areas of work and professional life. A church leadership is

Over the course of the next year, I will be developing leaders to potentially lead in a context that is both global and spiritual. Fifty students have volunteered to enter into this year-long global leadership development program. Ten will be selected immediately to serve as leaders upon conclusion of the course, but as many as thirty more could join them in the future. This paper will explain how I will be developing these leaders, as well as the criteria that will be used in order to effectively train these leaders.

Many organizations are turning to coaching and mentoring programs to develop talent. These programs connect the value of internal employee resources to develop others, which saves time, cost and increases overall employee satisfaction and productivity. However, it can really help engage individuals and develop their ability to learn which is a key indicator of what leadership performance and potential is.

Organisations are redefining their leadership development programmes to address mind sets, reduce collaboration costs, and improve reward perceptions

Leadership Development Programs are essential for cultivating strong and competent leaders. “Most of what people read about leadership amounts to little more than someone else 's opinions about it” (Hughes, 2006, p. 98). Across disciplines, organizations recognize the need for programs that will groom current and prospective leaders for career advancement. As a result, there are both proponents and opponents that oppose and support the efficacy of leadership development plans. Although leadership is an emerging interdisciplinary field, there has been very little research on Leadership Development Program, also known as LDP’s in general (Avolio, Avey, & Quisenberry, 2010). Consequently, it is challenging for organizations to develop a system to measure efficacy and evaluate the participants selected for leadership development plans. Unfortunately, such challenges emerge as a result of the way organizations typically select candidates for LDPs. According to research conducted by Phelen & Lin (2001), organizations promote based on seniority and experience in the organization rather than taking consideration for who possesses the qualities most typically associated with effective leaders (Phelen and Lin, 2001).

Leadership development can be developed by focusing on from a few individuals in the organization to a system-enabled way to unify methods of assessing and selecting leaders, executing programs to develop skills, and measuring the success of these programs. In other words, with today’s technology, leadership development can be deployed to extend these practices across the enterprise and down into all levels of the workforce. Based on Oracle white paper, there are seven elements of leadership development programs that show a successful leadership development program using technology to support processes and practices (Oracle, 2012). The seven elements of leadership development programs can be seen as determining the best leadership style for an organization, identifying current and potential leaders within the company, identifying leadership gaps, developing succession plans for critical roles,

In the past, leadership development was focused on only a few individuals in the organization. First-generation systems to assist with leadership development were siloed and/or hard to use and were not widely adopted. Companies needed a system-enabled way to unify methods of assessing and selecting leaders, executing programs to develop skills, and measuring the success of these programs.

As the second of the biggest challenges for human resource management, leadership development needs to be a critical strategic initiative. HR professionals are faced with being expected to provide the essential structures, processes, tools, and points of view to make the best selection and develop the future leaders of the organization. The WFPMA reports that, "Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equipped to take on leadership roles of the future so that the

Leadership development is one of the most important things an organization can do to increase competitive advantage and support all corporate strategies and initiatives. As reported by Johnson, Garrison, Hernez-Broome, Fleenor, and Steed (2012) “individuals believe leadership development has a positive impact on the leader and the organization” (p. 555). In supporting the development of organizational leader’s this states that the company is focused on creating a strong corporate culture and learning environment.

But these programs will only succeed if the team member is motivated and has a desire for professional growth. The reality is that many employees are

Developing leadership covers the broader concept of whom? What? Where? Is intended to assist in the promotion of leadership development