Training and Developing Leaders amazonaws com
Training and Developing Leaders
CHAPTER 15
Learning Objectives
Understand the importance of leadership training and development in organizations
Understand how to use coaching, mentoring, action learning, special assignments, simulations, and 360-degree feedback
Understand the benefits and limitations of the primary methods for leadership training and development
Understand the findings in research conducted to evaluate the methods
Understand the organizational conditions that facilitate leadership training and development
Understand what leaders can do to encourage and facilitate the leadership development of their subordinates
Understand what leaders can do to develop their own skills
Understand why leader development should be integrated with human resource management and strategic planning
Leader Assessment
Types of Assessments
Performance evaluations
Supervisor, subordinates, 360-feedback
Surveys
Self-report, other report
Examples of specific measures tapping specific aspects of leadership:
LBDQ – leadership behavior
MLQ – transformational, transactional, management by exception
C-K scales – charismatic leadership
Competing Values Framework – behavioral complexity
Assessment centers & individual assessments
Observations – coaching, mentoring
Leader Training and Development
Developing leaders is a continuous process that can occur anywhere, at many organizational levels, and involves learning through work
What is the difference between leader development and leadership development?
Leader Training and Development
Leader development
Individual focus develop human capital
Skills, knowledge
Addresses how a person can be a more effective leader
Leadership development
Shared, relational focus
Building commitments among members of a community
Address how people can participate in leadership processes more productively
Leader Training and Development
Approaches
Formal leadership training programs **most common
Developmental activities (on-the-job training)
Self-development, self-help activities
Formal Training
Self-Help Activities
Develop. Activities
Formal Leader Training
Effective training is characterized by…
Clear, relevant objectives
Meaningful content appropriate to skill & knowledge level of leader
Simple to complex sequencing of activities
Variety of training methods
Active practice opportunities
Relevant and timely feedback
Builds self-confidence
Appropriate follow-up activities
Formal Leader Training
Techniques
Workshops
Behavior role modeling
Case discussion
Business games and simulations
Outcomes of interest:
Skills learned
Behavior changed
Performance improved
Formal Leader Training
Behavioral Role Modeling
Uses a combination of demonstrations & role playing
Based on social learning theory
One of the most effective training methods for managers
Give feedback
Actions plans for using on the job
Teach general principles, not specific behaviors
Formal Leader Training
Case Discussion
Give detailed info about an organization and events/issues (short- and/or long-term)
Have trainees discuss, analyze case and determine how to address issues
Compare trainees’ findings with what organization actually did
Clarify expectations for trainees
Ask questions to encourage and facilitate participation in the discussion
Emphasize the complexity of problems and the desirability of identifying alternative remedies
Use different diagnoses as an opportunity to demonstrate how people approach a problem with different assumptions, biases, and priorities
Ask trainees to relate the case to their work experience
Vary the composition of discussion groups to expose trainees to different points of view
Formal Leader Training
Business games and simulations
Used to practice analytical and decision-making skills
Strategic and operational decisions
Working with a team of others
No feedback during simulation
Feedback after on outcomes and process of decision making
Learning From Experience
Influenced by (according to the CCL):
Challenge of assignments
Unusual problems, difficult obstacles, risky decisions
Failures only beneficial if people take responsibility and figure out a solution
Task/assignment variety
Adapt to new situations and problems
Accurate, relevant feedback
Can be rare
Learning from Experience
Types of development efforts
360-degree feedback
Assessment centers
Developmental assignments
Job assignments; job rotation
Action learning
Mentoring
Executive coaching
Outdoor challenge and personal growth programs
360֯ (Multisource) Feedback
Assess strengths and developmental needs of leader
Ratings by Bosses
Create an “a-ha!” moment with discrepancies Receive training/development in weaknesses
Ratings by Peers
SelfRatings
Ratings by followers
Ratings by outsiders
360֯ (Multisource) Feedback
Factors influencing how leaders respond to the feedback
Self-other discrepancy & discounting
Level of organizational cynicism
Extent/type of follow-up after evaluation
Valence of feedback
Source of feedback—better responses to subordinate neg. feedback
Possible drawbacks to 360 assessment process
Negative reactions
Reduced effort
Decreased satisfaction
Commitment – lowered when only average ratings received
Developmental Assessment Centers
Puts candidates through a series of group and individual exercises designed to simulate the conditions of a given job over 2-3 days
Can enhance self-awareness, identify training needs, facilitate development of leadership skills
Integrated with current knowledge of participant
Method that provides the most varied and intensive feedback to managers about their skills, traits, and behavior
Learning from Experience
Developmental Assignments
Stretch assignments
In addition to current job or temporary leave
Job Rotation
Work in a variety of functional subunits within the organization
Facilitates knowledge, interpersonal skills, network building
Can lower productivity of individual
Learning from Experience
Action Learning
Work on specific organizational project with other leaders to come up with an effective solution
Mentoring
Formal, informal
Psychosocial function (interpersonal support)
Career facilitation function (career sponsorship)
Not always successful—informal tends to do better
Learning from Experience
Executive Coaching
Internal and external coaches
Facilitate learning of skills relevant to current or future leadership
Usually for executives
Discuss ideas, issues, challenges
Limited time period
Confidential, convenient, flexible, but costly
Outdoor challenge and personal growth programs
Facilitate self-understanding
Group trust, teamwork, cohesiveness
Self-Development Activities
Develop personal vision of career objectives
Seek appropriate mentors
Seek challenging assignments
Improve self-monitoring
Seek relevant feedback
Learn from mistakes
Learn to view events from multiple perspectives
Be skeptical of easy answers
Before the Training
Inform subordinates about opportunities to get training
Explain why the training is important and beneficial
Ask others who received the training to explain how it was useful
Change the work schedule to make it easier to attend training
Give a subordinate time off if necessary to prepare for the training
Support preparation activities such as distribution of questionnaires
Tell subordinates they will be asked to report on what was learned
After the Training
Meet with the person to discuss what was learned and how it can be applied
Jointly set specific objectives and action plans to use what was learned
Make assignments that require use of newly learned skills
Hold periodic review sessions to monitor progress in applying learning
Provide praise for applying the skills
Provide encouragement and coaching when difficulties are encountered
Include application of new skills in performance appraisals
Set an example for trainees by using the skills yourself
Facilitating Conditions What kinds of things in the organizational setting can help leaders get the most out of training and development efforts?
Support from superiors
Learning climate
Job assignments based on developmental opportunities, not just skill readiness
Integrate training and development approaches
Training & Development Rewards, Evaluation, Succession Planning, etc
Org Strategy
Creating A Learning Climate
Make job assignments that allow people to pursue their interests and learn new skills
Establish work schedules that allow enough free time to try new methods
Provide financial support for continuing education by employees
Arrange special speakers and skills workshops for employees
Establish a sabbatical program to allow employees to renew themselves
Establish a career counseling program to help employees develop self-awareness and find ways to achieve their full potential
Establish voluntary skill assessment and feedback programs
Make pay increases partly dependent on skill development
Provide awards for innovations and improvements
Use symbols and slogans that embody values
CHAPTER 15
Learning Objectives
Understand the importance of leadership training and development in organizations
Understand how to use coaching, mentoring, action learning, special assignments, simulations, and 360-degree feedback
Understand the benefits and limitations of the primary methods for leadership training and development
Understand the findings in research conducted to evaluate the methods
Understand the organizational conditions that facilitate leadership training and development
Understand what leaders can do to encourage and facilitate the leadership development of their subordinates
Understand what leaders can do to develop their own skills
Understand why leader development should be integrated with human resource management and strategic planning
Leader Assessment
Types of Assessments
Performance evaluations
Supervisor, subordinates, 360-feedback
Surveys
Self-report, other report
Examples of specific measures tapping specific aspects of leadership:
LBDQ – leadership behavior
MLQ – transformational, transactional, management by exception
C-K scales – charismatic leadership
Competing Values Framework – behavioral complexity
Assessment centers & individual assessments
Observations – coaching, mentoring
Leader Training and Development
Developing leaders is a continuous process that can occur anywhere, at many organizational levels, and involves learning through work
What is the difference between leader development and leadership development?
Leader Training and Development
Leader development
Individual focus develop human capital
Skills, knowledge
Addresses how a person can be a more effective leader
Leadership development
Shared, relational focus
Building commitments among members of a community
Address how people can participate in leadership processes more productively
Leader Training and Development
Approaches
Formal leadership training programs **most common
Developmental activities (on-the-job training)
Self-development, self-help activities
Formal Training
Self-Help Activities
Develop. Activities
Formal Leader Training
Effective training is characterized by…
Clear, relevant objectives
Meaningful content appropriate to skill & knowledge level of leader
Simple to complex sequencing of activities
Variety of training methods
Active practice opportunities
Relevant and timely feedback
Builds self-confidence
Appropriate follow-up activities
Formal Leader Training
Techniques
Workshops
Behavior role modeling
Case discussion
Business games and simulations
Outcomes of interest:
Skills learned
Behavior changed
Performance improved
Formal Leader Training
Behavioral Role Modeling
Uses a combination of demonstrations & role playing
Based on social learning theory
One of the most effective training methods for managers
Give feedback
Actions plans for using on the job
Teach general principles, not specific behaviors
Formal Leader Training
Case Discussion
Give detailed info about an organization and events/issues (short- and/or long-term)
Have trainees discuss, analyze case and determine how to address issues
Compare trainees’ findings with what organization actually did
Clarify expectations for trainees
Ask questions to encourage and facilitate participation in the discussion
Emphasize the complexity of problems and the desirability of identifying alternative remedies
Use different diagnoses as an opportunity to demonstrate how people approach a problem with different assumptions, biases, and priorities
Ask trainees to relate the case to their work experience
Vary the composition of discussion groups to expose trainees to different points of view
Formal Leader Training
Business games and simulations
Used to practice analytical and decision-making skills
Strategic and operational decisions
Working with a team of others
No feedback during simulation
Feedback after on outcomes and process of decision making
Learning From Experience
Influenced by (according to the CCL):
Challenge of assignments
Unusual problems, difficult obstacles, risky decisions
Failures only beneficial if people take responsibility and figure out a solution
Task/assignment variety
Adapt to new situations and problems
Accurate, relevant feedback
Can be rare
Learning from Experience
Types of development efforts
360-degree feedback
Assessment centers
Developmental assignments
Job assignments; job rotation
Action learning
Mentoring
Executive coaching
Outdoor challenge and personal growth programs
360֯ (Multisource) Feedback
Assess strengths and developmental needs of leader
Ratings by Bosses
Create an “a-ha!” moment with discrepancies Receive training/development in weaknesses
Ratings by Peers
SelfRatings
Ratings by followers
Ratings by outsiders
360֯ (Multisource) Feedback
Factors influencing how leaders respond to the feedback
Self-other discrepancy & discounting
Level of organizational cynicism
Extent/type of follow-up after evaluation
Valence of feedback
Source of feedback—better responses to subordinate neg. feedback
Possible drawbacks to 360 assessment process
Negative reactions
Reduced effort
Decreased satisfaction
Commitment – lowered when only average ratings received
Developmental Assessment Centers
Puts candidates through a series of group and individual exercises designed to simulate the conditions of a given job over 2-3 days
Can enhance self-awareness, identify training needs, facilitate development of leadership skills
Integrated with current knowledge of participant
Method that provides the most varied and intensive feedback to managers about their skills, traits, and behavior
Learning from Experience
Developmental Assignments
Stretch assignments
In addition to current job or temporary leave
Job Rotation
Work in a variety of functional subunits within the organization
Facilitates knowledge, interpersonal skills, network building
Can lower productivity of individual
Learning from Experience
Action Learning
Work on specific organizational project with other leaders to come up with an effective solution
Mentoring
Formal, informal
Psychosocial function (interpersonal support)
Career facilitation function (career sponsorship)
Not always successful—informal tends to do better
Learning from Experience
Executive Coaching
Internal and external coaches
Facilitate learning of skills relevant to current or future leadership
Usually for executives
Discuss ideas, issues, challenges
Limited time period
Confidential, convenient, flexible, but costly
Outdoor challenge and personal growth programs
Facilitate self-understanding
Group trust, teamwork, cohesiveness
Self-Development Activities
Develop personal vision of career objectives
Seek appropriate mentors
Seek challenging assignments
Improve self-monitoring
Seek relevant feedback
Learn from mistakes
Learn to view events from multiple perspectives
Be skeptical of easy answers
Before the Training
Inform subordinates about opportunities to get training
Explain why the training is important and beneficial
Ask others who received the training to explain how it was useful
Change the work schedule to make it easier to attend training
Give a subordinate time off if necessary to prepare for the training
Support preparation activities such as distribution of questionnaires
Tell subordinates they will be asked to report on what was learned
After the Training
Meet with the person to discuss what was learned and how it can be applied
Jointly set specific objectives and action plans to use what was learned
Make assignments that require use of newly learned skills
Hold periodic review sessions to monitor progress in applying learning
Provide praise for applying the skills
Provide encouragement and coaching when difficulties are encountered
Include application of new skills in performance appraisals
Set an example for trainees by using the skills yourself
Facilitating Conditions What kinds of things in the organizational setting can help leaders get the most out of training and development efforts?
Support from superiors
Learning climate
Job assignments based on developmental opportunities, not just skill readiness
Integrate training and development approaches
Training & Development Rewards, Evaluation, Succession Planning, etc
Org Strategy
Creating A Learning Climate
Make job assignments that allow people to pursue their interests and learn new skills
Establish work schedules that allow enough free time to try new methods
Provide financial support for continuing education by employees
Arrange special speakers and skills workshops for employees
Establish a sabbatical program to allow employees to renew themselves
Establish a career counseling program to help employees develop self-awareness and find ways to achieve their full potential
Establish voluntary skill assessment and feedback programs
Make pay increases partly dependent on skill development
Provide awards for innovations and improvements
Use symbols and slogans that embody values
