Extending Reach and Ensuring Effectiveness of Leadership Development

Workforce Management, June 22, 2009 | Go to article overview

Extending Reach and Ensuring Effectiveness of Leadership Development


SKILLSOFT

Introduction to Leadership Development

Leadership is a crucial element in organizations that experience enduring success, as pointed out in numerous business books nd articles. While there is little debate about its value, there is a wide range of ideas on what defines good leadership and how it can be systematically developed within an organization.

One reason that leadership continues to fascinate people is that it involves the complex interplay of so many variables: personality, life experiences and the ability to connect emotionally with others are as important as having a grasp of specific management concepts or industry knowledge. Training can play a role in improving some aspects of leadership ability, but other elements are either innate or difficult to teach. One thing that is clear is that there is no one, single activity that is sufficient to develop leadership in an organization; successful programs are built upon a complex set of activities that focus on various aspects of leadership.

Recent research also shows that the definition of leadership development is evolving from a set of activities focused on developing leadership qualities in selected individuals, to the processes and environments that encourage leadership behaviors throughout an organization. This change of perspective is being driven by a number of business challenges, such as increasing competition, globalization, the need for continuous innovation, as well as the evolving nature of work teams. It also stems from recognition that leadership development focused on a chosen few creates a culture of haves and have-nots, which is not conducive to morale or retention.

Another factor in the evolution of leadership development is the overall trend toward talent management systems, which generally include a strong component of technology-based learning. As more and more companies adopt formal talent management systems, there is a tendency to make training in general, and leadership training specifically, more widely available to more parts of the organization at all levels. Recent research also shows that companies with high ratings for leadership tend to have robust talent management systems. Providing leadership training more widely has the potential to be costly, but is also likely to result in higher employee satisfaction and loyalty, as surveys of managers show that leadership development opportunities are highly valued.

What is the Role of Technology-based Learning within Leadership Development?

As mentioned above, leadership development involves a complex blend of activities, some of which are not training per se. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Extending Reach and Ensuring Effectiveness of Leadership Development
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.