Leadership Development through Education, Experience and Mentoring

7/28/2019 Leadership Development through Education, Experience and Mentoring

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Presented By Sultan Abdul Khader

Swathi


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Education generally refers to acquiring knowledge withoutconcern about immediate application. The extent of formaleducation is positively correlated with achieving managerial andleadership positions and with the level of leadership position

attained. Most high-level leaders are intelligent, well-informedpeople who gather knowledge throughout their career.

Management Education

Management education is the acquisition of a broad range ofconceptual knowledge and skills in formal classroom settingsin degree-granting institutions

Bachelors or Masters degree programs in businessadministration

Executive education programs


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Management Development

Management development is an organizations conscious effort

to provide its managers and potential managers and leaders

with opportunities to grow, learn, and change, in hopes of

producing over the long term a cadre of managers / leaders

with the skills necessary to function effectively in that

organization

Strategies used to develop managers include management

education, management training, and on-the-job experiences.

Management development activities account for approximately

30% of all funds budgeted for training by organizations.


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Factors that make any given experience potent in

fostering leadership growth:

The people you work with

The characteristics of the role (tasks)

Leaders in any field tend to first stand out by virtue of

theirtechnical proficiency.

Competence or proficiency are factors that serve as basis

for emergence or selection of a leader.


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The best experiences for leadership development are

those that challenge the manager realistically. The

goal of leadership development is to provide

meaningful development opportunities, not to pushmanagers to the point where they are most likely to

fail. As the idea is reinforced by Richard Branson,

failure can be developmental. An important part of

capitalizing on challenging experiences is for theleader/manager to be given leeway in choosing how to

resolve the problem.


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Sources of ExperienceThe two major developmental

factors in any work situation are work associates and the

task itself. Work associates can serve as positive ornegative models. Work-related tasks give the leader an

opportunity to become an effective and innovative

problem solver.


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Broad Experience- Many aspects of leadership are

situational. Gaining experience in different settings is

therefore advantageous. Multifunctional development is an

organizations intentional efforts to enhance theeffectiveness of future leaders by giving them experience in

multiple organizational functions.


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Another perspective on how experience contributes to

leadership effectiveness is that certain pivotal events-

offer occurring early in life- help people recognize a

capacity to make things happen and gain the support ofothers.

The pivotal experience might be an event or a

relationship, sad or joyous, but it is always a powerful

process of learning and adaptation


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Our experience is strengthened through mentoring.

Informal mentoring

Occurs when a protg and mentor build a long-

term relationship based on friendship, similar

interests, and mutual respect.

Formal mentoring

Occurs when the organization assigns a relativelyinexperienced but high-potential leader to one of

the top executives in the company.


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Leadership practitioners should look for opportunities to

build mentoring relationships with senior leaders

whenever possible.

Coaching often comes from a mentor, a moreexperienced person who develops a protgs abilities

through tutoring, coaching, guidance, and emotional

support. A mentor is often a persons manager, but it can

also be a staff professional or a co-worker. Mentoring istraditionally thought of as an informal relationship based

on compatibility between two personalities. Yet current

research says that about 40% of organizations use formal

mentoring.


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Impact on Leadership.A survey of large companies found that 96 percent of

executives credited mentoring as an important

developmental method, and 75 percent said mentoringplayed a key role in career success. High-level leaders

sometimes use mentors as a way of obtaining useful

feedback. The mentor can serve as a model of

effective (or ineffective) leadership, and can coach the

protg about handling leadership situations and

understanding the political aspects of the organization.


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THANK YOU

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Leadership Development through Education, Experience and Mentoring