Leadership Development : An Effective Leader

The Action Plan will provide guidance for the Leadership Development Program. The process is to develop participants into strong effective leaders. “No leader has all of the knowledge and skills necessary to be successful; as a result most leaders have multiple development needs (Hughes, Ginnett, & Curphy).” The Action Plan will discuss the experiences that will be provided by seasoned senior managers and a Leadership Development trainer. It will include additional information on how the plan will be implemented along with the time frame.

There are two kinds of people in this world, followers and leaders. Followers are the people that never take a leadership role in any activity. "They are more valued by followers and have higher performing teams." (Cherry 2014) However, leaders are the ones that use their leadership skills to make a difference in this world, such as presidents, teachers, or even college graduates. Leadership is not something you can learn from a book, but you have to gain this skill through experiences such as holding an office, organizing an event, speaking in front of people, or participating in a leadership program.

The evolution of my appreciation of the facets of Coaching for Performance and its place in applied leadership has been transformative. The initial perspectives shared in my first paper on the personal significant learning about the practice of coaching, although still pertinent, have been refashioned to reflect a more coherent and clear understanding of what my leadership style entails along with a more concrete explanation of how coaching can support and enhance my effectiveness as a leader. This has been influenced by my better understanding of coaching for performance as a way to create partnerships based on equality and trust that can focus on how to solve problems rather than the problems themselves.

Organizations—irrespective of their sizes and areas of businesses—always take on their leaders’ personality. So, leadership development programs gain prominence in every organization. Research says that leadership training and development programs assist in maximizing productivity, promoting harmony within the organization, and shaping up a positive organizational culture. It is; therefore, said that the future of an organization rests on recognizing and identifying leaders.

However, a major variable in the success of any coaching process is what training and practices

Coaching depends on the outcomes and behaviors of the individual involving in the coaching process. (Goldsmith, lyons, & McArthur, 2012).

July 2014 giving him 19 months TIG. He has 5 years and 6 months TIS. He is currently a 7 level

* Being able to accept any change and confront those new circumstances and experiences without panic.

Impact of Virtual Worlds, Massive Multiplayer Online Games, and Other Gaming Technologies Impact Future Soldier and Leader Training and Development

Though increasingly professionalised, coaching, had up to now no standard definition or agreed measures of coaching success. The leading global coaching bodies have all produced coaching standards. (AC, 2012. BPS, 2012. EMCC, 2009. ICF, 2014. WBC, 2007). In the ILM (2014) report, the frameworks were reviewed and there was a high level of agreement between the different bodies.

But thus far, attempting to measure effectiveness of coaching has proved unsatisfactory. Theeboom, Beersma, & van Vianen (2013) conducted a meta-analysis to determine the effectiveness of coaching in an organizational setting. They

Identification of critical outputs and competencies are also crucial and oriented towards future business strategy rather than the ones distinguished by leaders in the past. Organizations can opt to choose various ways to generate the list of their future leader’s outputs and competencies. Best practice organizations utilize leadership competency model to build the foundation of leadership development system. The process involved in developing a leadership competency model, basically identifying the competencies and skills required to produce the outputs earlier identified. Once the crucial competencies have been narrowed down specifically and very clearly then it is depicted graphically in a model that will be shared throughout the organization.

Several weeks ago when I began my journey at Queens. I thought I had a good grasp on what I might be learning in the organizational development program, especially when it came to coaching. Quickly I realized that I was wrong. Reflecting back, I realize coaching was not at all what I perceived it to be. Coaching is more intricate, takes more skill, and certainly takes a lot of practice to master. Through acquiring a coaching client and providing four sessions I have learned a lot about leaders, employees, and perhaps more importantly myself. During this process I have adopted many skills that I will use going forward in my professional career. Coaching an emerging leader has taught me that change, even if welcomed and exciting, isn’t easy.

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).

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.