An integrated approach to leadership

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An integrated approach to leadership

  1. 1. An Integrated ApproachIntroductionThis recommended integrated approach will support the creation andmaintenance of a culture of learning which in turn will support theattraction and retention of top caliber people. In this example we willaddress the three broad areas which we believe will have the greatestimpact on achieving such a culture.The three areas are: Leadership Development Integrated Learning Learning MethodologiesLeadership DevelopmentOverviewAn integrated leadership development strategy should focus on developing the competencies identifiedfor current leadership and on those competencies which will be required to support the organizationsstrategic future. In addition our research has shown that one of the key components of a successfulattraction and retention strategy is an aggressive leadership development strategy for identified talent.Personal LeadershipHow to lead/manage oneself to be personally effective. Accepting responsibility for personal growth andcareer advancement, initiating actions to improve knowledge, skills and performance. Includes moduleson: o Personal Insight o Personal Positioning o Personal PlanningInterpersonal LeadershipHow to influence others from a "non-authority" position. Getting along with others and pro-activelydeveloping rapport with them. Building cooperative relationships. Includes modules on: o Communicating for Success o Handling Conflict o Giving Feedback o Assertiveness o Influencing
  2. 2. Team LeadershipHow to utilize appropriate interpersonal styles and methods in guiding a team towards taskaccomplishment without the reliance on authority or position. Creating a shared vision, which integrateswith that of the organization, for the team that is inspiring and motivating. Includes modules on: o Team Development o Facilitating Group Processes o Presenting o Facilitating Learning o Coaching o Group Decision MakingPerformance LeadershipHow to guide, evaluate and develop the competencies of teammembers to maximize their performance. Includes modules on: o Agreeing Expectations o Reviewing Expectations o Giving Feedback o Coaching for SuccessTransformational Leadership (optional)How to facilitate profound learning and change using evolving interventions ie participative design, etc. intransforming systems to achieve systemic sustainability. Leading in turbulent times.Integrated LearningCore SkillsCentral to the integration of learning is the development of "Core Skills" which form a foundationthroughout the various learning interventions. The following interactive skills and process form thefoundation for all interventions having an interactive component:CLEAR - Core Interactive SkillsThere are 5 behavior clusters that we have identified as critical to the success of any interaction. Theseclusters make up the CLEAR Skills of:
  3. 3. ClarifyingProviding overall direction for an interaction anddeveloping a clear understanding of the topic orissue being discussed.Listening & RespondingShowing that you are actively listening to andunderstand the concerns and feelings of individualsor the group.ExploringGenerating ideas and suggestions on what and howto go about something.ActioningReaching agreement on the best solution and tyingdown the details.ReviewingReviewing the interaction, establishing follow-up andensuring implementation of agreed actions.Each of the CLEAR Skills clusters are further broken down into identifiable, easy to learn and measurablebehaviors.CLEAR - Collaborative Problem Solving ProcessAll successful interactions, with the exception ofsocial interactions, follow a structured process. Thesteps are not necessarily sequential, but each step,as with the CLEAR skills, is essential if you aregoing to achieve your objectives for that interaction.The CLEAR process model is aimed at providingyou with guidelines against which to plan andconduct your interactions in an attempt to realizeeffective interactions.Skills Transfer and ReinforcementAmong the techniques which may be used are:Coaching Networks: Informal and formal coaching networks / learning communities set up to providecoaching and support. These would be in addition to the "virtual learning teams" described in below.Personal Learning Portfolio: A personal learning "journal" linked to a time management system.Participants, when initially attending Personal Leadership, are introduced to the concept of takingresponsibility for their own learning and provided with a "Personal Learning Portfolio" to aid in learningand transfer.
  4. 4. Use of TechnologyIn creating a learning culture it is important that all individuals have access to learning materials as andwhen required. We believe that all currently available technology be used to achieve this. All learningmaterials should therefore be made available via the organizations intranet. Email discussion groupsshould also be encouraged.Design and DevelopmentAs all organizations have unique needs we believe that a design and development capability is anessential part of any partnership. All learning interventions will be customized or designed to meetspecific, unique needs of the learners. All learning materials will be branded to reinforce ownership oflearning by all in the organization.AssessmentAppropriate assessment tools will be co-designed with the learners. These will include formal 360°feedback, team reviews, peer reviews and performance feedback by responsible line leaders. It is alsopossible to conduct a level 4 organizational impact evaluation.Learning MethodologyPlease note that these are initial ideas and that the process would be best co-designed with the learnersand their leaders: o The underlying principle which will be applied throughout will be that the learners must take responsibility for their own learning. o Learning outcomes will be confirmed with the learners and their managers prior to the commencement of the program. Click here to view the Outcomes Summary o The learners will be divided into "virtual" learning teams comprised of groups of 8 managers/leaders. o Foundation workshops for each team will be: Personal Leadership Facilitative Team Leadership o Each team will be required to complete at least one significant work related project during the program. In addition all learners will be required to demonstrate their competence in the skills developed within their own teams and with their team members. Examples: Establishing a shared vision and behavioral standards for their teams. Agreeing performance and development expectations with each of their team members. Providing feedback to team members against the agreed expectations, etc. o The teams will be responsible for developing appropriate strategies to develop the additional skills - ie those not covered during the foundation workshops. These strategies could include: Formal workshops conducted by TCS / Learning Facilitators Coaching by TCS / Master Facilitators consultants Self-study Peer-coaching Facilitation by team members supported by TCS / Master Facilitators Facilitation by Team Leaders o As needed all appropriate materials will be provided either in hard copy (manuals) or via intranet. o In addition to the leadership models listed above the teams will have access to any additional leadership modules that they may require to complete their assignments. See Appendix 1 for a complete list of leadership models.
  5. 5. o Each team will be responsible for monitoring and reporting on their own progress towards achieving the agreed learning outcomes.o Each "virtual" team will "report" into a more senior level leader as part of that leaders development. This involvement, along with their attendance of the Learning Facilitator Workshop, will be a significant learning opportunity for these leaders.

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