This document outlines various ways to develop leadership skills, including leadership training programs, developmental activities, self-help activities, and facilitating conditions. It discusses assessing training needs, ensuring readiness, setting objectives, and evaluating results. Developmental activities that build skills include challenging assignments, varied tasks, and 360-degree feedback. Self-help involves identifying learning needs and using resources like books and workshops. Facilitating leadership development requires support from managers and a positive organizational learning climate.

1. WAYS TO DEVELOP
LEADERSHIP SKILLS
PRESENTED BY: SUMA HAREGOPPA VENKATAGIRI
Source: Leadership Class- RU SMLR

2. APPROCHES TO DEVELOP LEADERSHIP

3. LEADERSHIP TRAINING: TRAINING PROCESS
ACCESS READINESS FOR TRAINING (NEEDS ASSESSMENT)
ENSURE READINESS FOR TRAINING
PLANNING TRAINING PROGRAMS
- OBJECTIVES
- TRAINERS
- METHODS
IMPLEMENT TRAINING PROGRAM
EVALUATE RESULTS OF TRAINING

4. TRAINING PROCESS: NEEDS ASSESSMENT
ORGANIZATION
ANALYSIS
PERSON
ANALYSIS
TASK
ANALYSIS

5. ENSURE READINESS FOR TRAINING
A combination of
employee
characteristics
and positive work
environment that
permit training
The necessary
employee
characteristics
• Ability to learn the
subject matter
• Favorable attitudes
toward the training
• Motivation to learn
A positive work
environment
encourages
learning and
avoids interfering
with training.

6. TRAINING PROCESSOBJECTIVES
Objectives include a
statement of:
- What the employee
is expected to do
- The quality or level
of acceptable
performance
– The conditions under
which the employee is
to apply what he or
she learned
TRAINER
In-house or
outsourced
METHODS
- Presentation
methods: lecture
– Hand-on
methods: on-the-
job training
– Group-building
methods: group
discussion

7. EVALUATE TRANSFER OF TRAINING
 Transfer of Training: on-the-job
use of knowledge, skills, and
behaviors learned in training.
 Can be measured by asking
employees three questions about
specific training tasks:
• Do you perform the task?
• How many times do you perform the
task?
• To what extent do you perform
difficult and challenging learned
tasks?

8. DEVELOPMENTAL ACTIVITIES
Amount of Challenge
•Involves unusual problems,
difficult obstacles, and risky
decision
•Experiencing success in
handling challenges is
essential for leadership
development.
•Experiencing failure is also
important to the extent that
a person accepts some
responsibility for it,
acknowledges personal
limitations, and finds ways to
overcome them.
•When challenge is excessive,
support and coaching may be
needed.
Variety of Tasks or
Assignments
• Helps managers better adapt
to new situations and deal with
new types of problems.
• Includes special developmental
assignments, rotating among
positions in different functional
subunits, providing assignments
in both line and staff positions,
and making both foreign and
domestic assignments
Accurate, Relevant
Feedback
• Very important for learning and
development
• 360-Degree (or Multisource)
Performance Appraisal
• Using one person as a source
of information poses certain
problems such as:(1) bias and
(2) only see the employee in a
limited number of situations.
• To get as complete an
assessment as possible, some
organizations combine
information from most or all
of the possible sources
cancel out biases!
• Sources of ratings: leader
self-ratings + ratings by
bosses, peers, subordinates,
and outsiders
Other Developmental
Activities
• Mentoring: a relationship in
which a more experienced
manager helps a less
experienced protégé
• Executive coaching: usually for
high-level executives;
employed for a limited period
of time
• Simulations (or business games)

9. SELF-HELP ACTIVITIES
Includes diagnosing learning
needs
Identifying self-help techniques that are
relevant and available
• Books, instructional videos, workshops
• Personal growth programs – Designed to
improve self-awareness and overcome inner
barriers (e.g., comfort zone) to psychological
growth and development

10. FACILITATING CONDITIONS
SUPPORT BY THE BOSS
LEARNING CLIMATE
ALIGNMENT WITH OTHER HR PRACTICES

11. Source: PPI Network