Leader Development in an Unpredictable World: Transferable Skills and Organizational Development

Leader Development in an Unpredictable World: Transferable Skills and Organizational Development

T. Ray Ruffin (Wake Technical Community College, USA & University of Mount Olive, USA & University of Phoenix, USA & Colorado Technical University, USA) and William L. Boice (U.S. Army (Retired) Ft. Lewis, USA)
Copyright: © 2017 |Pages: 12
DOI: 10.4018/978-1-5225-1049-9.ch024
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Abstract

Few of us would disagree with the proposition that, under certain conditions, leaders have an impact on organizations (Kozlowski, 2012). The style of the leader makes a difference in the success of the cultures in the workforce. Leaders must use continuous improvement to stay competitive in an ever changing environment. This chapter will provide an overview of theories surrounding leadership and Organizational Development (OD). Included will be an introduction and background of leadership theories, organizational development, levels and skills of leadership, and transferable skills. Organizational success in the future will rely on the practices and processes organizations put in place now. How they develop their leaders to meet the challenges of a rapidly changing and unpredictable world.
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Introduction

Leaders in the 21st century recognize that building their organization’s leadership potential is going to be a major differentiator for future success. For them, the development of a leadership pipeline in their organization will be a top priority. These leaders know that they must venture into new waters for concepts, processes and practices to enable their people to develop the qualities necessary for success today and in the future (Kets de Vries, & Korotov, 2010, p. 6)

When describing and discussing leadership requirements that are necessary to lead an effective organization, it is imperative to look at leadership competencies. Leadership competencies are leadership talents and activities that give to greater performance (Society for Human Resource Management [SHRM], 2015). This is crafting a distinctive leadership brand via leadership competencies that yield results to stakeholders and allows organizations to gain a competitive advantage (SHRM, 2015). Investigators at the Center for Creative Leadership have documented a couple of vital leadership competencies that are constant among organizations. Table 1 shows the split of the total structure into competencies for leading the organization, leading the self, and leading others in the organization (SHRM, 2015).

Table 1.
­
Leading the OrganizationLeading the SelfLeading Others
Managing changeDemonstrating ethics and integrityCommunicating effectively
Solving problems and making decisionsDisplaying drive and purposeDeveloping others
Managing politics and influencing othersExhibiting leadership statureValuing diversity and difference
Taking risks and innovatingIncreasing your capacity to learnBuilding and maintaining relationships
Setting vision and strategyManaging yourselfManaging effective teams and work groups
Managing the workIncreasing self-awareness
Enhancing business skills and knowledgeDeveloping adaptability
Understanding and navigating the organization

Adapted from McCauley (2006). Developmental assignments: Creating learning experiences without changing jobs. Greensboro, N.C.: Center for Creative Leadership Press.

Key Terms in this Chapter

Change Agent: A person from inside or outside the organization who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development.

Vertical Development: Refers to advancement in a person’s thinking capability. The outcome of vertical stage development is the ability to think in more complex, systemic, strategic, and interdependent ways. It is about how you think, which we can measure through stage development interviews and surveys ( Petrie, 2014 ).

Organizations: Organized bodies of people with a specific resolve, especially a business, society, or association.

Leadership: The action of leading a group of people or an organization.

Horizontal Development: Refers to the adding of more knowledge, skills, and competencies. It is about what you know, which we can assess through measurement of competencies e.g., 360-degree feedback ( Petrie, 2014 ).

Center for Creative Leadership: A top-ranked global provider of leadership development.

Organizational Development: A field of research, theory, and practice dedicated to expanding the knowledge and effectiveness of people to accomplish more successful organizational change and performance.

Leader: The person who leads or commands a group or organization.

Technology: The application of scientific knowledge for practical purposes, especially in industry.

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