Presentation on theme: "Chapter Fifteen Leadership Development & Succession LEADERSHIP Andrew J. DuBrin, 7 th Edition."— Presentation transcript:
Chapter Fifteen Leadership Development & Succession LEADERSHIP Andrew J. DuBrin, 7 th Edition
Learning Objectives Explain how leaders develop through self-awareness and self-discipline. Explain how leaders develop through education, experience, and mentoring. Summarize the nature of leadership development programs. Describe the nature of leadership succession.
Leadership Development Unless top-level management assigns a high priority to developing leaders and succession planning, the company will experience a steady attrition in talent. Leadership talent can be developed – remember that leaders are both born AND made. Leadership development is often perceived in terms of education and training, job experience, and coaching.
Leadership Development Through Self-Awareness & Self-Discipline Self-Awareness – Insightfully processing feedback about oneself to improve one’s effectiveness. Self-Discipline – Mobilizing one’s effort and energy to stay focused on attaining an important goal.
Development Through Education, Experience, & Mentoring Education Experience Challenging Experiences Broad Experiences Pivotal Life Experiences Mentoring Formal Informal Shadowing
Leadership Development Programs Feedback-Intensive Programs Skill-Based Programs Conceptual Knowledge and Awareness Programs Personal Growth Programs Socialization Programs Action Learning Programs Coaching and Psychotherapy
Leadership Succession Orderly process of identifying and grooming people to replace managers. Succession planning is linked to leadership development in two ways: Being groomed as a successor is part of leadership development Process of choosing and fostering a successor is part of a manager’s own development
Emotional Aspects of Leadership Succession Should not be regarded as a detached, objective management process. In family firms, leadership succession is a highly emotional process. Turnover and productivity can be impacted Emotional reactions can occur throughout the organization
Developing a Pool of Successors Evaluate the extent of an organization’s pending leadership shortage Identify needed executive competencies Identify high-potential individuals for possible inclusion in the pool Establish an individually tailored developmental program for each potential candidate Select and place people into senior jobs based on their performance, experience, and potential Continuously monitor the program and give it top management support
Growing Inside-Outside Leaders Should a company promote an insider or an outsider to a top position? Insiders know the company, culture, and people within the firm. Promoting insiders demonstrates opportunities for advancement to other workers. Political ties and unclear thinking can hinder an insider’s potential. Best solution is to groom insiders with an outsider perspective.
Challenges of Being a New Leader Time Management Overcoming Resentment Building Relationships Quickly Enough Being Realistic About the Process Becoming Comfortable with Unpopularity
Summary Leadership and management development are widely practiced in many firms. Leadership development may include self-development or an organizationally-supported leadership development program. Education, leadership experience, and mentoring are all contributors to leadership development. Organizationally-supported leadership development programs vary widely. Leadership succession is linked to leadership development. Succession can have emotional outcomes. Research shows insiders with outside perspective make good leadership candidates. First-time leaders must face inevitable challenges in their role.