Linkage Inc's Best Practices in Leadership Development Handbook: Case Studies, Instruments, Training (Jossey-Bass Leadership Series) - Hardcover

Linkage Inc.

Hardcover

ISBN 10: 0470195673 ISBN 13: 9780470195673

Verlag: Pfeiffer, 2009

Inhaltsangabe

Leadership development is a planned effort that enhances the learner's capacity to lead people. Building on the success of the first edition, Linkage conducted a study of over 300 top organizations and their needs in organizational change and leadership development that identifies approaches to leadership development that have proven to be successful. The work offers practical "how-to" instructions developing leaders and engaging in leadership development. It provides current in-depth models, assessments, tools, and other instruments that can be used for immediate application within a variety of organizations.

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Über die Autorin bzw. den Autor

David Giber is a senior vice president at Linkage Inc. and designs leadership programs for organizations world wide.

Samuel M. Lam is the president of Linkage Asia.

Marshall Goldsmith is a prominent coach, speaker, and educator.

Justin Bourke is a program manager at Linkage.

Linkage Inc. is a global organizational development company that specializes in leadership development. We provide clients around the globe with integrated solutions that include strategic consulting services, customized leadership development and training experiences, tailored assessment services, and benchmark research. Linkage's mission is to connect high performing leaders and organizations to the futures they want to create.

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LINKAGE INC.'S BEST PRACTICES IN LEADERSHIP DEVELOPMENT HANDBOOK

WHEN THE FIRST EDITION OF LINKAGE INC.'S BEST Practices in Leadership Development Handbook was published in 1999, it immediately became a popular resource for anyone charged with leading or executing leadership development initiatives.

The second edition of the bestselling handbook has been updated to build on the previous edition with a synopsis of the latest changes in the field of leadership development. This includes new benchmark case studies from the world's foremost companies; a wealth of proven guidelines, tools, and models; and a presentation of the latest theories on leadership.

This volume also puts the emphasis on "signature experiences" those initiatives that create a unique and memorable impact on individuals, teams, and eventually the organization. Filled with real-life examples from industry leaders such as Bank of America, Dell, Macy's, and McKesson, these signature experiences show how it is possible to create positive learning and behavioral change in any organization.

The second edition of Linkage Inc.'s Best Practices in Leadership Development Handbook outlines a six-phase approach to leadership development, including new information on vital topics such as:

• Innovations in leadership models
• Product development
• Work team development
• Return-on-investment calculations
• Continuous assessment and evaluation metrics
• Managing knowledge
• Creating an integrated system
• Practical uses of leadership development in a global workforce

With contributions from some of the most important thought leaders in leadership development, this volume offers a resource for designing, delivering, and evaluating successful leadership development programs.

Aus dem Klappentext

WHEN THE FIRST EDITION OF Linkage Inc.'s Best Practices in Leadership Development Handbook was published in 1999, it immediately became a popular resource for anyone charged with leading or executing leadership development initiatives.

The second edition of the bestselling handbook has been updated to build on the previous edition with a synopsis of the latest changes in the field of leadership development. This includes new benchmark case studies from the world's foremost companies; a wealth of proven guidelines, tools, and models; and a presentation of the latest theories on leadership.

This volume also puts the emphasis on "signature experiences"―those initiatives that create a unique and memorable impact on individuals, teams, and eventually the organization. Filled with real-life examples from industry leaders such as Bank of America, Dell, Macy's, and McKesson, these signature experiences show how it is possible to create positive learning and behavioral change in any organization.

The second edition of Linkage Inc.'s Best Practices in Leadership Development Handbook outlines a six-phase approach to leadership development, including new information on vital topics such as:

• Innovations in leadership models
• Product development
• Work team development
• Return-on-investment calculations
• Continuous assessment and evaluation metrics
• Managing knowledge
• Creating and integrated system
• Practical uses of leadership development in a global workforce

With contributions from some of the most important thought leaders in leadership development, this volume offers a resource for designing, delivering, and evaluating successful leadership development programs.

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Linkage Inc's Best Practices in Leadership Development Handbook

John Wiley & Sons

Copyright © 2008 John Wiley & Sons, Inc.
All right reserved.
ISBN: 978-0-470-19567-3

Chapter One

CONTEXT, CULTURE, AND COMPLEXITIES

Best Practices Versus Best Fit

This chapter outlines the most proven approaches to leadership development and shows how to maximize the use of these approaches by identifying the future needs of the organization and its leaders and leveraging this context to create an overall strategy that is "best-fit," not just "best-practice."

BUSINESS STRATEGY 5 FUTURE LEADERSHIP REQUIREMENT ANALYSIS 6 CURRENT LEADERSHIP CAPABILITY ANALYSIS 9 LEADER SELECTION AND RETENTION TOOLS AND PROCESSES 10 LEADERSHIP DEVELOPMENT TOOLS AND PROCESSES 12 PERFORMANCE MANAGEMENT TOOLS AND PROCESSES 14 CONCLUSION 15 ABOUT THE CONTRIBUTOR 20

When it comes to developing the leaders within an organization, the stakes are high, and the potential payoff is enormous. This chapter focuses on the creation of a systemic approach to leadership development that is aligned with an organization's strategy, culture, and the critical initiatives required for future competitiveness.

An effective leadership development system is crucial to the long-term success of any organization. It can build sustainable competitive advantage for organizations that take the time and make the effort to design and implement the system.

Since developing leaders takes years, the leadership development system needs to be built around the future leadership needs of the organization and appropriately adjusted to reflect changes in strategy. At the macrolevel, a systemic approach to leadership development is based on four strategic questions:

1. What capabilities will our leaders need to have in three to five years?

2. What capabilities do our leaders currently have? What gaps do we need to fill between our current capabilities and those required in the future?

3. What do we need to do to develop our leaders?

4. How do the components and processes of our overall human resource (HR) system need to be aligned with our leadership development system for maximum return on investment?

Based on these questions, those who are designing a leadership development system need to:

1. Identify future leadership requirements

2. Assess current leadership capabilities to identify the gaps

3. Build and reconfigure the tools, activities, and processes of leadership development, talent management, and performance and succession management in order to develop the necessary leadership capability for the future

Figure 1.1 illustrates the step-by-step process for designing leadership development as well as the key HR processes that need to be aligned with the leadership development system.

Business Strategy

The design of a best practice leadership development system must begin with an assembly of the "right people" who are critical stakeholders in the overall architecture of the system. In best practice organizations, this "leadership development council" is typically made up of key members of the executive team, business unit and functional staff leaders, members of the board of directors, and in some instances key customer or supplier representatives. By involving these key stakeholders from the beginning, these organizations face fewer difficulties with issues of "buy-in" and senior leader support that can plague organizations. In addition, involvement at this level leads to much easier adoption of another leadership development best practice: leaders teaching leaders.

The first job of the leadership development council is to conduct a thorough review (if it already exists) or lead the construction (if it does not exist) of the organization's future strategy. Although this chapter does not go into the details of creating a well-crafted strategy, the leadership development council should address the following questions in analyzing the organization's future "business strategy":

What is the organization's most desirable future state? (vision)

Why does the organization exist? (mission)

What will the organization do better than any other organization in the world? (strategy)

How will the organization achieve its strategy? (business and operating plans)

What future expectations exist among key stakeholders? (goals)

What common factors guide all employees of the organization as they execute their work? (values)

Once there is clarity and agreement among the key stakeholders with respect to these questions, the leadership development council is ready to proceed to the next step in the process.

Future Leadership Requirement Analysis

The future leadership requirement analysis determines the critical capabilities required of leaders to deliver on the organization's future strategy. Once these leadership capabilities are identified, they serve as the foundation for the relevant HR processes that must be aligned with the leadership development tools and processes in order to deliver the leaders required to execute future strategy. Only if the analysis of the future leadership requirements is accurate will the rest of the leadership development system be built effectively and contribute to the future success of the organization.

The involvement of the leadership development council is critical in the future leadership requirement analysis. Research has shown that topperforming organizations are 35 to 50 percent more likely to have CEO and board-level involvement than average-performing companies.

The work of conducting the future leadership requirement analysis can be summarized in three steps:

Step 1: Identify organizational opportunities and challenges based on a thorough review of the future strategy.

Step 2: Identify the future outputs that leaders will need to produce in order to capitalize on the opportunities and overcome the challenges.

Step 3: Identify the future leadership competencies and capabilities required to produce these outputs at the highest quality levels.

In today's best practice organizations, the identification of critical leadership outputs and competencies is always oriented toward future business strategy rather than backward to the outputs and competencies that distinguished superior leaders in the past.

Depending on the amount of time and resources, both personnel and financial, that the organization can allocate to the identification of the outputs and competencies, there will be a continuum of options to choose from. On the relatively inexpensive end of the continuum, you can facilitate a deductive process using a card deck or generic output dictionary to efficiently and effectively identify the core outputs the leaders will need to produce to execute the business strategy. On the other end of the continuum, you can assemble a team of industrial/organizational psychologists or other skilled professionals to use a combination of interviews, observation, surveys, external benchmarking, and other data-gathering tools to produce the required outputs. There are numerous examples of best practice organizations that have used the full continuum of options to generate the list of their leader's future outputs.

The same continuum of options is available to build the leadership...

Details zur Ausgabe

• Verlag: Pfeiffer
• Erscheinungsdatum: 2009
• Sprache: Englisch
• ISBN 10: 0470195673
• ISBN 13: 9780470195673
• Einband: Gebundene Ausgabe
• Auflage: 2
• Anzahl der Seiten: 480
• Herausgeber: Giber David, Lam Samuel M., Goldsmith Marshall, Bourke Justin
• Kontakt zum Hersteller: Wiley-VCH GmbH; product_safety@wiley.com; ; Boschstrasse 12; Weinheim; 69469; Deutschland