8/10/2019 Development for Leaders to Develop Their Styles
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Business games and simulations: similar to cases, however, here
trainees have to deal with the
consequences of their decisions. Utilise a number of training
methods: cases, role playing,
group problem solving, etc. This is a new technique and much
research needs to be done to
assess it effectiveness. The short time period of simulations
pose a problem as it is difficult to
ascertain whether participants translate their learning into
actions.
Learning from experience:
Skills are most often learned from practice as opposed to formal
training programs. The extent to
which leadership skills and values are developed during
operational assignments depends on the
type of experiences afforded by these assignments. It is
important that they cover the following
aspects:
Amount of challenge
Variety of task/ assignments
Relevant feedback
Developmental Activities:
These are used to supplement informal coaching by the boss or
co-workers, and most of them can
be used in conjunction with formal training programmes.
Activities for facilitating leadership
development include:
1.
Multi-source feedback: eg 360 Degree feedback
2. Developmental assessment centres: methods include interviews,
aptitude tests, personality
tests, etc3. Developmental assignments: special assignment or
those that can be carried out
simultaneously with current job to develop managerial skills
4.
Job Rotation Programme: managers are assigned to work in a
variety of different functions in
order to gain or enhance skills.
5.
Action learning: combines formal training with learning from
experience. Used to develop
cognitive and interpersonal skills.
6. Mentoring: used to facilitate management development.
Provides 2 distinct functions: (1)
psychosocial function: acceptance, encouragement, coaching,
counselling), (2) career
facilitation function: sponsorship, protection, challenging
assignments, exposure and visibility)
7.
Executive coaching: usually aimed at high level managers.
Coaching is done by an internal or
external consultant, successful former executive, or behavioural
scientist with extensiveexperience and knowledge.
8. Outdoor Challenge Programmes: involves physical activities
performed by a group in an
outdoor setting. Involves a sequence of increasingly challenging
activities that requires mutual
trust and co-operation.
9.
Personal Growth Programmes: designed to improve self-awareness.
And overcome inner
barriers to psychological growth and development of leadership
competencies.
Self Help Activities:
Focuses on what an individual can do to develop his/her own
skills. Guidelines for self-developmentof leadership skills:
