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Chapter Fifteen

Leadership Development

and Succession

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Learning Objectives

Explain how leaders develop through self-awareness and self-discipline.

Explain how leaders develop through education, experience, and mentoring.

Summarize the nature of leadership development programs.

Describe the nature of leadership succession.

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Self-Help Leadership Development

Self-awareness involves insightfully processing feedback about oneself to improve personal effectiveness

Levels of self-awareness Single-loop learning Double-loop learning

Self-discipline is mobilizing one’s efforts and energy to stay focused on attaining an important goal

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Figure 15-1 Single-Loop Learning Versus Double-Loop Learning

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Figure 15-2 Four Kinds of Lopsided Leaders

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Factors Contributing toLeadership Development

Education Experience

Challenging experiences Broad experience Pivotal life experiences

Mentoring Formal Informal

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Keys to Successful Mentoring Programs

1. HR and Senior Management set goals together

2. Program administrator uses care in pairing mentors with protégés, has reasonable expectations, and follows up with pairs frequently

3. Senior Management is firmly committed to the program

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Types of Leadership Development Programs

Feedback-Intensive Programs Skill-Based Programs Conceptual Knowledge and Awareness

Programs Personal Growth Programs Socialization Programs Action Learning Programs Coaching and Psychotherapy

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A model of leadership development that tightly links leadership development with management responsibilities

at each level of the organization

Leadership Pipeline

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Leadership Succession

An orderly process of identifying and grooming people to replace managers

Succession planning is linked to leadership development in two ways Being groomed as a successor is part of

leadership development The process of choosing and fostering a

successor is part of a manager’s own development

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Emotional Aspects of Leadership Succession

Decision is not detached, objective Can be highly-emotional, esp. in

family-owned businesses or when founder is replaced

Can affect turnover, productivity, and cause emotional reactions throughout the organization

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Developing a Pool of Successors

Evaluate the extent of an organization’s pending leadership shortage

Identify needed executive competencies

Identify high-potential individuals for possible inclusion in the pool

Establish an individually tailored developmental program for each potential candidate

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Developing a Pool of Successors (cont’d)

Select and place people into senior jobs based on their performance, experience, and potential

Continuously monitor the program and give it top management support

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Insider v Outsider

Insiders know the company, culture, people

Promoting insiders demonstrates opportunities for advancement to other workers

Political ties and unclear thinking can hinder an insider’s potential

Best solution is to groom insiders with an outsider perspective

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Challenges of Being a New Leader

Time management Overcoming resentment Building relationships quickly enough Being realistic about the process Becoming comfortable with

unpopularity

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Summary

Leadership and management development are widely practiced in many firms

Leadership development may include self-development or an organizationally-supported leadership development program

Education, leadership experience, and mentoring are all contributors to leadership development

Organizationally-supported leadership development programs vary widely

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Summary (cont’d)

Leadership succession is linked to leadership development

Succession can have emotional outcomes Research shows insiders with outside

perspective make good leadership candidates

First time leaders must face inevitable challenges in the role