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- 1. Bank of Ceylon Strategic Leadership Analysis Report GAJV Wijethunga COL/E-002332
- 2. Content Page ▪ Present leadership situation of Bank of ceylon. ▪ Impact of Leadership & Management theories to the Bank. ▪ Review Current Leadership requirements . ▪ Planning process for future situation’s leadership requirements. ▪ Leadership skills development plan for specific situation. ▪ Usefulness of methods used to leadership skills development plan.
- 3. Introduction ▪ BOC was founded by sir Andrew Caldecott on 1st ofAugust 1939 ▪ 627 branches and 607 automated teller machines island-wide. ▪ Received global recognition as one of the top 1000 banks in the world ▪ More than 8000 employees. Vision- Bankers to the nation
- 4. Mission ▪ Customers-Foster mutuality rewarding customer relationships with all our customers, exceeding their expectations ▪ Staff-Give all our staff the recognition and rewards to be the best team of achievers in service excellence ▪ Owners- Be a profitable catalyst for equitable development covering urban and rural areas ▪ Society- Provide world-class banking services across the nation as a beacon for progress & growth
- 5. Total Number of Employees in Departments. FEMALE, IT DEPT, 80 FEMALE, MKTING, 50 FEMALE, CREDIT DEPT, 20 FEMALE, AUDIT, 40 MALE, IT DEPT, 20 MALE, MKTING, 50 MALE, CREDIT DEPT, 80 MALE, AUDIT, 60 MALE/FEMALE Staff of Bank of ceylon FEMALE MALE
- 6. Current Leadership styles in selected Departments IT Department Marketing Dep Finance Dept HR Dept Democratic Leadership Style Laissez-faire Leadership Style Autocratic/Bureaucratic Leadership Style Charismatic & Democratic Leadership Style Good Bad Or 2.1 review the impact that selected theories of management and leadership have on organizational strategy
- 7. Review the impact that selected theories of management and leadership have on organizational strategy ……… Contingency Leadership Theory Task-motivated or relationship- motivated. It depends on Leader’s style to the right situation . So Autocratic , Democratic or laissez-fair styles could use in this theory. To Whom Finance HR Marketing Departments Can use
- 8. Situational Leadership Theory Employees’ competences Maturity of the employees Complexity of the task Leadership style Consider these things ..... (Source: www.managementstudyguide.com/situational-leadership.htm)
- 9. Transactional Leadership Theory Obey the instructions of the leader. Use System of rewarding and punishment. Have to be monitored and directed closely. Do You Know? Relationship with followers does not base on emotional bonds. So Cutting costs and improving productivity.
- 10. Contingent Rewards: These leaders links the goal to rewards. They set SMART goals for their subordinates and provide various kind of rewards for successful performance. S M A R T Specific Attainable Timely Measurable Realistic Active Management by Exception: Leaders actively monitors and directs their subordinates whenever they are deviating from their standards Passive Management by Exception: The leaders will intervene only when the standards are not met and might even punish as a response to unacceptable performance. Laissez-faire: The leader will not give directions and will allow the subordinates to take their own decisions them-selves.
- 11. Transformational Leadership Theory Leaders are supposed to inspire their followers. Can Built high- performance work force . Such as IT Department & Finance Department (Source: https://managementstudyguide.com/transactional- leadership.htm )
- 12. Charismatic Leadership Theory Dominant . Strong desire to influence others. Self-confident. Strong sense of one’s own moral values. Unique and exceptional TheyThink Different and can make a change in the Bank Can we use this for HR & Marketing Dept ?
- 13. 2.2 Create a leadership strategy that supports organizational direction Situationally Transforming Leadership S1- constantly keep telling when and what to do to the followers by providing them with a sense of meaning and challenge S2- directing the followers as well as allowing two way communication while encouraging them to be innovative. S3-create a relationship with followers and collect their opinions and suggestions and then they can use their power to influence the followers to strive for the common goal of the organization through practicing what they preach S4- delegate the responsibility of carrying out the tasks to followers while rewarding them for their creativity and innovation. Leaders can support the followers to implement their ideas within the task but the leader can do the ultimate decision making
- 14. Nature of strategy Outcomes Suitable Departments Foster a culture that encourages learning, problem solving, innovation and contributions from all staff Staff can share their knowledge and make good decisions . Motivation happen then increase their performance. Marketing Department Finance Department IT Department Ensure a high- performing staff that reflects and values diversity and inclusion Best practices for recruiting developing and retaining an exceptional staff HR Department Communicate effectively across the organization, building bridges across groups and excitement around company’s mission Increase communication and awareness in the bank. Plan for the future, innovate, lead . IT Department Administration Departmt
- 15. 3.1 Review current leadership and management requirements. Bank of ceylon – largest Bank in sri lanka…. Market Share Wise. Asset wise. Total Number of employees wise. Total Advances & Deposits wise. But retaining Banks position in the market is not EASY. Go For SWOT (Source:http://www.bocmale.com.mv/home/)
- 16. Strengths 1. New recruitments. 2. Training and development programs. 3. Strengthening R & D. 4. Branch Expansion. Weaknesses 1.Difficulty to attract City area customers. 2. CSR initiatives needed to be visible & creating positive impacts in society. 3.Lack of knowledge in specialized areas. Opportunities 1. Expansion of business due to upgrading of people skills. 2. Ability for innovative products. 3. Enhance loyalty of employees. Threats 1.Increasing retirements of experienced employees. 2.Digital transformation of competitors. 3.Flexible rules & regulations of competitors. SWOT Analysis For Bank of Ceylon
- 17. 1.Do a Skills Audit. 2.Use a 360 Degree feedback. Then Identify Current Leadership requirements for the Bank of ceylon. Why this is important to the Bank of ceylon……..
- 18. Steps Of a Skills Audit 1. List the roles within your organization. 2. List the skills needed for each role. 3. Create a survey. 4. Survey your workforce. 5. Compile the result. 6. Analyse the data to find skills gap. Skills Audit report will Helps to Identify Future Recruitment Strategy. Training & Development Plans for the year. The capability of the bank to achieve it’s objectives in given year. Reasons for poor performances in departments.
- 19. SkillType Present Level Expected Level Identified Gap Level Solutions Time Management Good High Small Gap PDP Problem Solving Average High Average Gap PDP Communication Low High Gap Training/ PDP Decision Making Very Low High Very Big Gap PDP Skills Audit Result for Bank of ceylon’s Selected Department
- 20. The 360 degree method Opportunity to receive performance feedback from his supervisor, peers, staff members, co-workers and customers. Self-appraisal Superior’s appraisal Subordinate’s appraisal Peer appraisal Improve HR decisions . Identify Favoritism of Managers. Motivation will improve. EncourageTeamWork.
- 21. 3.2 plan for the development of future situations requiring leadership. Mergers Strong Company Company B They know they cannot survive alone Join Create a more competitive, cost- efficient company. Ability ,Staff reductions. Acquiring new technology. New market reach and industry visibility. Economies of scale.
- 22. Strategic Alliances Two companies that have decided to share resources to undertake a specific, mutually beneficial project. No harm to it’s Autonomy. What is the Aim of Strategic Alliances? All parties to benefit, long-term or short-term .
- 23. Corporate Social Responsibility Business practices involving initiatives that benefit society. Should Make attention to : Global social issues AND It’s Core social purpose & mission. Organisation should Create creative cohesive CSR strategy.
- 24. 4.1 plan the development of leadership skills for a specific requirement . Bank of ceylon could use 1. Leadership Development Programs. 2. Job Rotation. 3. Executive coaching. 4. Leadership Seminars . 5. Mentoring. To Leadership skills Developments. What will Happen when Bank of ceylon merge with commercial bank in Sri Lanka ?????
- 25. DoThey have Enough IT Literacy to perform ? CanThey Adopt to the New Rules ? Industrial Disputes , Trade Union Actions ?????
- 26. Leadership skills development method Skills Leadership Development Programs Built around 6 factors. influence, communication, thinking and acting systematically, self-awareness, resiliency, and learning agility. Job Rotation Changing positions of an employee within the same organization. Task rotations and position rotation. Executive coaching Develop as a leader, executive and whole person.
- 27. Leadership skills development method Skills Leadership Seminars Do a leadership analysis. Maximize strengths, opportunities and execution. Minimize weaknesses and threats Learn how to establish trust and motivate employees to do their best. Learn How to resolve conflicts. Optimize team performance and employee retention. Mentoring A mentor may be another employee of the company . or may be a professional from outside the company. Ability to greater knowledge and experience . Ability to get tips on career growth .
- 28. 4.2 report on the usefulness of methods used to plan the development of leadership skills. Bank of ceylon has lot of usefulness's by Developing leadership skills .It will help to the successfulness of the merging process with the selected financial oraganization. Useful nesses Social Intelligence (SI). Interpersonal Skills (IS). Emotional Skills/ Intelligence (EI). Courage will Develop. Ability to Conflict Management. Decision Making.
- 29. References 1. Bank of Ceylon, (2013) Bank of Ceylon [online]. Available atwww.bankofceylon.com [Accessed on 08th November 2016]. 2. Bank of Ceylon, (2016) Colombo Stock Exchange [online]. Available at https://www.boc.web.lk [Accessed on 10th November 2016]. 3. Duggan,T. (n.d.) Why should a leader adapt their own leadership style[online].Available at smallbusiness.chron.com/should-leader-adapt-own- leadership-style-10583.html [Accessed on 12th November 2016]. 4. Epley, J.L. (2015) International journal of humanities and social science (Vol. 5, no 7) [online]. Available at www.ijhssnet.com [Accessed on 14th January 2017].
- 30. 5. Forsyth, Donelson R. (2010). Group Dynamics (5th edition). Belmont, CA: Wadsworth Cengage Learning. (p. 253).Griffin, Ronald J. Ebert, RickyW. (2010). Business essentials (8th ed.). Upper Saddle River, NJ: Prentice Hall. (pp. 135– 136).Anzalone, Chris. "Differences betweenTask-Oriented Leaders & Relational- Oriented Leaders". Demand Media. Retrieved 3 November 2012.[online]. Available at https://en.m.wikipedia.org/wiki/Task-oriented_and_relashinship- oriented_leadership [Accessed 12th November 2016]. 6. Gill, E. (2014) Leadership is learned [online]. Available at https://www.verywell.com [Accessed 19th December 2016]. 7. Hanly, S. (n.d.) Why should a leader adapt their own leadership style[online].Available at smallbusiness.chron.com/should-leader-adapt-own- leadership-style-18975.html [Accessed 12th November 2016]. 8. ICPSR, (n.d.) Strategic Direction4: Expanding Organizational Capacity for Leadership and Innovation [online]. Available at https://www.icpsr.umich.edu/icpsrweb/content/membership/strategic/direction4.html [Accessed 20th January 2017].
- 31. 9. Martin, (2016) Charismatic leadershipGuide: Definition, Qualities, Pros &Cons, Examples [online]. Available at https://www.cleverism.com/charismatic-leadership- guide/. [Accessed 16th December 2016]. 10. Riggio, R.E. (2014) The top 10 leadership competencies [online]. Available at https://www.psychologytoday.com/blog/cutting-edge-leadership/201404/the-top- 10-leadership-competencies. [Accessed 25th January 2017]. 11.The Fitch Ratings, (2004) Bank of Ceylon [online]. Available at www.fitchratings.lk. [Accessed 08th November 2016 ]. 12.TheTimes Lanka, (2016) Bank ofCeylon [online]. Available at www.timeslanka.com/tag/bank-of-ceylon/ [Accessed 8th November 2016]. 13.Tingum, J (n.d.) The advantages of mentoring in the workplace [online]. Available at smallbusiness.chron.com/advantages-mentoring-workplace-18437.html. [Accessed 24th January 2017].
- 32. 14. UK Essays, (2015) The Link Between Strategic Management & Leadership [online]. Available at https://www.ukessays.com/essays/management/impact-of-management- and-leadership-styles-strategic-decision-management-essay.php. [Accessed 10th November 2016]. 15.Wikipedia, (2016) Bank ofCeylon [online]. Available at https://en.m.wikipedia.org/wiki/Bank_of_Ceylon. [Accessed 10th November 2016].
- 33. Thank You.
Editor's Notes
- Autocratic leadership- “My way high way”. Take decisions them-selves. They don’t ask for their subordinates ideas. Democratic/ Participative- Distribute responsibility among the members. Aid the group’s decision making process. Bureaucratic leadership- Strictly adhere to a hierarchy will be controlled by rules, regulations and laws. Charismatic leadership- They attracts their followers towards them. They motivate their followers. Laissez-faire leadership- “Leave it alone”. Usually delegate their power of decision making to the subordinates.
- Contingency Leadership Theory Within this theory the leadership style can be either task-motivated or relationship-motivated. In that case either autocratic leadership style or a democratic or laissez-fair leadership styles could be used in this leadership theory. This leadership theory is based on the importance of the relationship between demands of different situations and different styles of leaders You can find using this theory in Finance dept. , HR, IT and Marketing dept.s
- Four leadership styles in the theory S1 Telling- Leader constantly keep telling the followers when to do and what to do S2 Selling- Leader directs and allow two way communication with him self and followers S3 Practicing- Creates a relationship with followers and ask for their ideas and opinions S4 Delegating- Leader takes the decision but responsibility of carrying out the task will be delegated to followers Development levels of situational leadership theory D4 High competence, High commitment- Followers have high competence and high commitment towards the tasks D3 High competence, Variable commitment- Followers have competence to do the job, but lack in confidence D2 Some competence, Low commitment- Followers have a certain level of competence but low commitment D1 Low competence, High commitment- Followers do not have the competence or the skills to the required level, but they somehow complete the task with their high level of commitment
- In this theory the followers usually obey the instructions of the leader. The leader motivates the follower through a system of rewarding and punishment. The follower will be rewarded if he performs up to the expected level. If he does not perform to the expected level he will be punished. Since the subordinates are not self-motivated they have to be monitored and directed closely. In this leadership theory the leader assumes that the subordinate can be motivated by simple reward. These leaders are highly directive and action oriented. Their relationship with followers does not base on emotional bonds. This theory quite effective in guiding efficiency decisions which are aimed at cutting costs and improving productivity.
- Since a high-performance work force has become so important to an organization, the leaders are supposed to inspire their followers to go beyond their task requirement. Transformational leadership can be found in any level of the organization such as; teams, departments, divisions and organization as a whole. They have a charismatic appeal. But charisma alone isn’t sufficient. This theory can be used where the current environment of the organization is uncertain, in a global turbulence or there’s an instability in organization. Followers of these leaders demonstrate high levels of job satisfaction and organizational commitment. Inspirational Motivation: They guide the followers by providing them with a sense of meaning and challenge. They work enthusiastically and optimistically to foster the spirit of teamwork and commitment. Intellectual Stimulation: These leaders encourage their followers to be innovative and creative. They focuses of “WHAT” in the problem and do not criticize or blame or discourages the follower. They never hesitate to discard any old set of practice which is ineffective. Idealized Influence: These leaders act as a role model. They practice what they preach. Such leaders earn the respect and the faith of their followers easily. The use of power by these leaders is aimed at influencing them to strive for the common goals of the organization. Individualized Consideration: These leaders will always provide the needed support to implement their decisions. They will reward the followers for their creativity and innovation and will treat differently according to their talent and knowledge.
- One might say that there is something about certain leaders that make the unique and exceptional. Max Weber paved much of the way in terms of identifying this special something as “Charisma”. The charismatic leader goes against tradition, generates new things and changes points of reference and frame works, but can also be subversive, irrational and unstable. The qualities of the charismatic leader are, Dominant Strong desire to influence others Self-confident Strong sense of one’s own moral values The charismatic leaders behave in a way that supports role-modeling behavior. Which means they want their subordinates to adopt their qualities. This behavior has a strong effect on influencing other people. The leader should not only have high expectations but also should show confidence in their followers. The key characteristics of this leadership are; Visionary Articulate Sensitive Risk-taker Creative Advantages Risk taking and thinking outside the box can drive change in an organization Flourish learning behavior Will boost employee moral and productivity The clarity in the objectives and vision are beneficial in situations where a company might be facing a crisis. Disadvantages Since it doesn’t make judgments on whether the vision is good or sustainable there isn’t much room for inner moral conflicts within the theory. This leadership can slip into arrogance or tunnel vision because the leader along with his followers can simply focus on the vision without re-evaluating or re-examining its validity or attainability The obedience level of followers can go on unchanged
- Foster a culture that encourages learning, problem solving, innovation and contributions from all staff Making the environment within the organization where the staff can share their knowledge and make good decisions in areas of expertise gives an opportunity for them to face new challenges. Growth in knowledge and skills and recognition for their contribution will motivate them and will increase their performance. This strategy could be used in several departments of the company such as marketing, finance, IT and etc. Ensure a high-performing staff that reflects and values diversity and inclusion This focuses mainly on best practices for recruiting, developing and retaining an exceptional staff. This leadership strategy mostly suits for the HR department of the organization. Communicate effectively across the organization, building bridges across groups and excitement around company’s mission This strategy can be used in the admin/IT departments to increase communication and awareness across all parts of the organization to develop a fully engaged workforce. It will plan for the future, innovate, lead and serve as strong advocates for the organization with a stake in its success (ICPSR, n.d.)
- Skills Audit Skills audit is a process that can be used to identify the skill gaps in an organization. List the roles within your organization Categorize the types of roles within your organization and list them 2. List the skills needed for each role You need to recognize the skills required for each role and list them. It could be either behavioral skills or technical skills. 3. Create a survey Create a survey that makes it easy for people to respond and find out all of the relevant skills a person has. 4. Survey your workforce With the designed survey ask your work force to respond to it. Explain them why you are asking for their response and what will happen with the information 5. Compile the result This has to be done in two ways. For each person you need to know what skills they have and for each skill you need to know which person has it. 6. Analyse the data You can analyse, The skill gaps in specific roles Skill gaps within organization groups Potential successors for certain roles The number of people who have critical skills Future skill requirement (cognology, n.d.). Traffic Lights Method Traffic lights method is a basic metaphor for red, amber and green. Red means “STOP”, Amber means “PROCEED WITH CAUTION”, but make some improvements and Green means “CARRY ON WITH THE ACTIVITY”. Using this traffic lights method, Encourages a creative approach Traffic lights is simple to use Traffic lights is quick to learn Traffic lights transcend interdepartmental and disciplinary differences so that it is a common platform for decision-making (Marketing Teacher, n.d.). The 360 degree method The 360 degree method provides the opportunity to receive performance feedback from his supervisor, peers, staff members, co-workers and customers. This tool can be used for middle and senior level employees. 360 degree appraisal has four integral components: Self-appraisal Superior’s appraisal Subordinate’s appraisal Peer appraisal
- Skills Audit Skills audit is a process that can be used to identify the skill gaps in an organization. List the roles within your organization Categorize the types of roles within your organization and list them 2. List the skills needed for each role You need to recognize the skills required for each role and list them. It could be either behavioral skills or technical skills. 3. Create a survey Create a survey that makes it easy for people to respond and find out all of the relevant skills a person has. 4. Survey your workforce With the designed survey ask your work force to respond to it. Explain them why you are asking for their response and what will happen with the information 5. Compile the result This has to be done in two ways. For each person you need to know what skills they have and for each skill you need to know which person has it. 6. Analyse the data You can analyse, The skill gaps in specific roles Skill gaps within organization groups Potential successors for certain roles The number of people who have critical skills Future skill requirement (cognology, n.d.).
- Mergers The key principle behind buying a company is to create shareholder value over and above that of the sum of the two companies. Strong companies will buy other companies to create a more competitive, cost-efficient company. These companies will come together to gain greater market share or to achieve greater efficiency. Considering these benefits target companies will often agree to be purchased when they know they cannot survive alone. By merging companies hope to benefit from the following, Staff reductions- Most of the time there will be job losses due to a merger. Economies of scale- Mergers also translate into improved purchasing power to buy equipment or office supplies-when placing larger orders, companies have a greater ability to negotiate prices with their suppliers. Acquiring new technology- By buying a smaller company with unique technologies, a large company can maintain or develop a competitive edge. Improved market reach and industry visibility- A merge may expand two companies’ marketing and distribution, giving them new sales opportunities (McClure, n.d.)
- Strategic Alliances A strategic alliance is an arrangement between two companies that have decided to share resources to undertake a specific, mutually beneficial project. In a strategic alliance, each company maintains its autonomy while gaining a new opportunity. The idea of a strategic alliance is for all parties to benefit, long-term or short-term. A strategic alliance will help to gain additional knowledge and resources that are held by the other party. Risks of Strategic Alliances If the alliance requires informing one party of the other party’s proprietary information, there may be a level of distrust within the corresponding leadership. In case of long-term alliances, two parties may become dependent on one another. If the dependency is experienced by both parties, the risk is lower and if the dependence become one sided the risk can increase significantly as it puts an advantage to one side (Investopedia, n.d.).
- Corporate Social Responsibility CSR refer to business practices involving initiatives that benefit society. As consumer’s awareness about global social issues continue to grow, so does the importance these customers place on CSR when choosing where to shop. Stevens said companies need to really understand what their core social purpose is and how that aligns with their stated mission, to creative cohesive CSR strategy. Cooney says that, “The next generation of employee is seeking out employers that are focused on the triple bottom line: people, planet, revenue”. Few broad categories of CSR that many businesses practice tday, Environmental efforts- Businesses that have large carbon footprint, any steps they can take to reduce those footprints are considered both good for the company and local community programs. II. Philanthropy- Some businesses practice CSR by donating to national ad local cahrities. III. Ethical labor practices- By treating employees fairly and ethically some businesses practice their CSR. This is most suitable for businesses that operate in international locations with labor laws. IV. Volunteering- Attending volunteer events, by doing good deeds without expecting anything in return businesses can show their concern towards specific issues of the society (Caramela, 2016).
- Leadership Development Programs A leadership development program is built around 6 factors to the success of leaders/managers: influence, communication, thinking and acting systematically, self-awareness, resiliency, and learning agility. Job Rotation Job rotation means changing positions of an employee within the same organization and eventually returning to the original position. This includes task rotations and position rotation. Leadership Seminars Before conducting a leadership seminar the organization can first do a 360 degree assessment and find out the areas to be covered by the seminar. Usually a company can, Analyze its current situations, define its mission and ultimate vision Examine critical competencies for leadership Do a leadership analysis Maximize strengths, opportunities and execution Minimize weaknesses and threats Learn how to establish trust and motivate employees to do their best Discover leadership styles and techniques to best resolve conflicts Obtain a road map to optimize team performance and employee retention, through conducting leadership seminars (Optimal thinking, n.d.). Mentoring A mentor may be another employee of the company or may be a professional from outside the company. In either case, the mentor is a role model who shares knowledge and advice to help the employee grow professionally. An employee benefits from mentoring, because he or she has someone with greater knowledge and experience to turn to for advice. A mentor will demonstrate a task, guide the employee through solving a problem, or critique the employee’s work. A mentor will provide an employee with tips on career growth (Tingum, n.d.). Executive coaching The purpose executive coaching is to help you to become the very best version of your-self as a leader, executive and whole person. The focus is on your advancement as you define it, a definition that usually evolves (Giesea, 2014).
- Competency “A cluster of related abilities, commitments, knowledge and skills that enable a person (or an organization) to act effectively in a job or situation” (Business Dictionary, n.d.). Leadership Competency When leaders clearly communicate their expectations, they avoid blindsiding people and ensure that everyone is on the same page. In a safe environment employees can relax, invoking the brain’s higher capacity for social engagement, innovation, creativity, and ambition. To become more effective leaders they need to improve or develop following competencies Social Intelligence (SI) Social Intelligence can be simply defined as understanding of social situations and dynamics and ability to operate effectively in a variety of social situations. To develop SI you have to expose your-self to different people, different situations and work to develop your social perceptiveness and ability to engage others in conversation Interpersonal Skills (IS) Interpersonal skills are the more relationship-oriented aspects of social effectiveness. The “soft skills” of the leader are best represented by Interpersonal Skills. Interpersonal skills can be developed by becoming an active listener, work on conversational and speaking skills, and work on your personal relationships with friends, relatives and your significant other. Emotional Skills/ Intelligence (EI) Emotional intelligence is our ability to communicate at the emotional level, understand emotions and emotional situations, and be in tune with our emotions. EI can be developed through practice “reading” other’s nonverbal cues. Learn to regulate and control your emotions and your emotional outbursts. Prudence A synonym is “wisdom”, but it becomes from being able to see other’s perspectives and through being open to and considering other’s points of view. You can develop prudence by listening to others. Work to be more open and more broad minded. Learn to ask for other’s opinions Courage This is about having the courage to take calculated risks and the courage to: (a) stand up for what you believe; (b) do the right thing. Developing courage is rooted in developing and holding on to strong personal values. Conflict Management Leaders are often called upon to adjudicate when members are in conflict, but it also involves having the ability to either avoid or resolve your own conflict situations. A big part of conflict management is helping conflicting parties to collaborate or to compromise Decision Making Decision making competency is the ability to make good decisions or lead a good decision making process. A good leader understands when to make a decision, when to consult subordinates or peers and bring them into the decision making process, and when it’s time to step back and let others decide. Experience and studying when decisions have gone wrong and gone right is the best way to develop these skills. Political Skills An effective leader is a good political player, who knows how the game is played, but can also manage political behavior so that it does not lead to group or organizational dysfunction Influence Skills A good leader is a master of social influence, and able to wield power effectively and fairly. To develop influence skills training in debate helps with making reasoned, well-thought-out arguments. Area expertise/ competence Leaders should develop their expertise in the particular situation, organization or industry in which they lead (Riggio, 2014). Leadership development programs A leadership development program is built around 6 factors to the success of leaders/managers: influence, communication, thinking and acting systematically, self-awareness, resiliency, and learning agility. Through these leadership development programs, participants will acquire the ability to; Bridge the gap between senior management and the front line Lead across organizational or geographical boundaries Learn the art of collaboration Solve complicated problems and take wise action in complex, rapidly changing conditions Manage stress, build resiliency and leverage multiple life roles. Build a network of supportive leaders to continue development Audit personal growth- (to audit personal growth you can use the skills audit method) (Center for creative leadership, n.d.). Job rotations Job rotations will increase the job satisfaction employees since it will reduce constant physical or mental stress. Cross-training will increase the flexibility and adaptability of the organization. Position rotation can be used to groom or prepare promising employees for future leadership positions by increasing their knowledge, skills and perspective. It will also create members with a broad base of organizational knowledge (Grimsley, n.d.). Leadership seminars Through leadership seminars the organization will learn how to employ the leadership styles that establish trust, resolve conflicts and maximize relationships. It will create solutions to maximize talent, processes, resources, opportunities and profits (Optimal thinking, n.d.). Mentoring By mentoring employees will become more self-directed. They will develop stronger communication and problem solving skills (Tingum, n.d.). Executive coaching Executive coaching might benefit you in different ways. It will increase the productivity. Gives you a deeper learning about your-self. It will give you space to hear your own voice. It gives you awareness of perspectives, beliefs, and attitudes that may be holding you back. It gives you awareness of blind spots. It gives you emotional support, empathy and encouragement. Third-party moderation for 360-reviews, strategic planning and conflict resolution. And it will support you for improving specific skills such as communication, delegation, conflict management, team building, persuasion and etc. (Giesea, 2014).