Leader Development Proposal Model

Document Type:Essay

Subject Area:Management

Document 1

Institution – City Unity College / Cardiff Metropolitan University, UK Athens – Greece. Date - 17th January 2018. Contents Introduction 3 Chapter 1: Overall Description of the Model 4 Chapter 2: Objectives of the Model 5 Chapter 3: Basic Elements of Leader Development 5 Factors in learning 5 What is developed: The content 6 Chapter 4: Required Elements of Effective Development Programs 7 Assessment 7 Awareness 7 Rich experiences 7 Opportunity to practice 8 Feedback and follow-up. Support from the organization 8 Fit with the organization 9 Chapter 5: Methods of Leader Development 9 Self-awareness 9 Experience 9 Developmental relationships: Coaching and mentoring 10 Feedback intensive programs 10 Outdoor challenges 10 Chapter 6: Development and Culture 11 Chapter 7: Effectiveness of Development Factors 12 Organizational factors 12 Personal factors 13 Conclusion 14 Reference list 15 Leader Development Proposal Model Introduction Leadership development is the expansion of an individual’s capacity to be effective in the execution of Leadership duties and roles (McCauley, Vab vester & Rudeman, 2010). It is a critical undertaking that determines the ability of an organization to efficiently perform her duties for the achievement of set goals and objectives. Many organization successes for different entities have been due to the role that sound leadership plays in transformation guidance. The stiff competition and growing consumer preference make business to take corporate leadership to another level where innovations, transformation leadership and strategic initiatives play a pivotal role towards ensuring exponential growth and profitability. Leadership training the growth of organizations drive innovations and mentor younger generation to workforce. There are different leadership different leadership development models like the transformational leadership model, authoritative leadership, transitional leadership model, and host of others. However, for the purpose of this paper the transformational leadership model will be proposed for public finance group of companies.

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Chapter two of the model looks at the objective that the transformational leadership model aims to achieve. Chapter three looks at the basic elements of the leader’s development model by considering the factors to consider in learning such as the personal responses to change, processes to follow like coaching and mentoring, consideration of the individual weaknesses and strengths. Content developed is in line with the transformation al leadership model. Chapter four looks at the elements needed for effective development programs such as assessments to be certain of programs to undertake, next awareness on the model to be emulated and the programs is undertaken. Thorough this, one gets a rich experience on the available skills, character and knowledge within the team. Personally, the individual leaders need to build trust and show integrity and seek support from their teams.

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Chapter 1: Overall Description of the Model Transformational leaders are risk takers who aim at creating new opportunities, daring, ethical, visionary, and inspiring (Bass & Riggio, 2006). Moreover, they are thinkers who understand the environment around them, such as technological changes, stakeholders, and culture. I propose the model for the PFG staff as it will inspire them to perform exemplary. The staff will get to emulate, as it will build them to be risk takers, vision oriented and ethical to each other, some of the factors the staff have been observed to perform poorly in. Chapter 2: Objectives of the Model Transformation leadership is concerned with looking at future trends, and inspiring the team to understand and embrace the new vision of possibilities, developing other members to be future leaders, and growing the team and organization into a team that is challenged and rewarded (Bass & Riggio, 2006).

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Chapter 3: Basic Elements of Leader Development Factors in learning The first element of the leader development is to put leadership in the context, by ensuring a joint exist between the organization and the employees (Karinch, 2014). Notably, it can be done by putting emphasis on the employees’ individual, professional, personal strengths and goals, as a result, one will get to understand the aim of the employee in the development of leadership skills. The second element is ensuring that leadership is meaningful through mentoring, caching, teaching, organizing and management. Notably, this will see the employees develop or grow through experiential learning which is more effective than the theoretical learning, for instance, this can be done through on-job training, outdoor activities, coaching and mentoring (Karinch, 2014). In intellectual stimulation, content will be on creativity and innovation and all new ideas will be encouraged.

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In idealized influence, the leaders will learn on how to act as role models so that the followers and copy. Lastly, in individualized consideration, means through which leaders can give their employees personal level attention will be developed. Chapter 4: Required Elements of Effective Development Programs Assessment For a development program to be effective, an assessment needs to be done first so as to be certain of the programs to undertake (Kraus and Wilson, 2012). Through assessment, the management becomes aware of the situation as it is at PFG Nigeria, by involving both the leaders and the employees. The leadership should ensure that they give the opportunities for the PFG Nigeria Ltd employees to participate and practice what they are taught in the development programs. Through intentional practice, they grow from novices to experts in leadership.

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For instance, roles, projects and assignments that enable them to practice communication skills, teamwork and conflict resolution should be created. Feedback and follow-up. Feedback assessment methods such as 360 degree can be used to look into the behavior, values, personalities, strengths, and weaknesses of the leaders. Furthermore, employees with high leadership potentials can be identified and promoted to leadership in future. Fit with the organization The development program should be in line with the organization’s leadership culture, values, leadership model of the organization, which is the contingency leadership model. Kraus & Wilson, 2015). The programs should have the same knowledge, skills, abilities and other characteristic (KSAOs) as they’re specific to an organization. Notably, this can be identified among leaders and employees at the different levels in PFG Nigerian Ltd, as it varies.

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Developmental relationships: Coaching and mentoring Coaching and mentoring are effective tools for the enhancement of organizational and individual performance at the workplace as it unlocks a person’s capability (Valk, 2011). Coaches are mainly obtained from PFG or hired externally. For specific leadership levels like senior management. Coaching options include one-to-one sessions with the trainer, access to management development classes e. g. The culture should be based on important leadership capacity principles and the existence of characters as well. The assessment of the business leaders and internal reflection aids in uncovering the two. For the culture to be successfully adopted by the employees in an organization, the employees need to be involved. Once PFG develops its culture, leaders must be committed to the dedication of the leadership accountability and pass the same to the hiring and recruitment processes.

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As a result, the leadership culture will continue growing with time as the people hired will fit well into the organization’s culture and ideas on leadership capacity (Hogg, 2016). The workers need to have easy access to resources they need for their growth into leaders and the leaders need to progress in their capabilities as well, hence there is need to have in place an operational skill development program. They organization can offer training seminars courses, and reward those showing improvement. Chapter 7: Effectiveness of Development Factors Leadership effectiveness factors form the basis of leadership and they can be at the organization or personally. Organizational factors PFG Ltd should set clear directions for leadership development and ensure they come up with strategies, initiatives and goals that are consistent, simple and clear to all (KEMPS, 2018).

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Sequel to that, they should ensure that they show the team how their efforts enable them to achieve these objectives. They can do this by tracking the progress towards the attainment of the set goals and objectives and holding the employees accountable in achieving this (Freedman, 2016). Moreover, they can make use of systems to share and learn from the success and failures the organization faces. They can then try and balance the goals, both short and long term and ensure that they are in line with the goals of Public Finance group Nigeria limited. Growing relationships is also key to effectiveness (KEMPS, 2018). PFG needs to understand the different people they work with and issues that exist by making inquiries and actively listening. Conclusion In conclusion, the transformational leadership development model has brought key lessons on how best to improve qualities of leadership and ensure growth among all the employees.

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The objective of the proposal was significantly addressed through the different strategies and information on how to better enhance leadership and stewardship in organizations. The seven chapters established various components that are significant when it comes to creating a working leader development model and implementing it through different programs. The magnificent performance of Public Finance Group Nigeria limited can be enhanced through great leadership and progress it into a multinational entity hence the need for a model that will meet the different leadership needs in the different sub divisions of the group. The transformational leadership model is best suited for large organizations such as PFG as it caters for the leadership development needs in the different departments. The nature of leadership. Sage publications. Bass, B. M. Riggio, R. Leadership Development Model.

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Nwlink. com. Retrieved 22 January 2018, from http://www. nwlink. G. What Should a Leadership Program Look Like?. AONHewitt Asia Connect, 3(8), pp. Hogg, B. Steps To Create A Culture Of Leadership | Bill Hogg. Leadership Effectiveness Factors - Kemps. online] Kemps. Available at: http://www. kemps. com/meet-us/careers/leadership-effectiveness-factors/ Kraus, A. Yarker, J. Brenner, S. O. Randall, R. Borg, V. Dimick, J. B. A leadership development program for surgeons: First-year participant evaluation. Surgery, 160(2), 255-263. Priest, S. accipio. com/eleadership/mod/wiki/view. php?id=1662 Valk, P, D. Creating a coaching culture. Institute of Leadership & Management.

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