Leadership Development in Organizations

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Information about Leadership Development in Organizations

Published on March 16, 2016

Author: sedlak

Source: slideshare.net

1. © 2016 SEDLÁK & PARTNER 1

2. © 2016 SEDLÁK & PARTNER 22 Leadership Development Presented by: Guest Professor Robert A. Sedlák East China Normal University (ECNU) Shanghai Marion Groneberg Chief Consultant Change Management

3. © 2016 SEDLÁK & PARTNER 3 Content 3/16/2016 01 Benefits 02 Key Questions 04 Background Information 03 Procedure

4. © 2016 SEDLÁK & PARTNER 44 Trends and Premises 3/16/2016 Leadership Development  One of the top 3 challenges for companies  Suitable leadership development for young talents is far from being sufficiently ensured  It is necessary to qualify leaders for the constantly changing working environment  Blended learning will be the most important form of leadership development Image © auremar / Fotolia.com.

5. © 2016 SEDLÁK & PARTNER 55 The capacity to reflect gradually creates the organizational learning ability that is indispensable in view of the changing pace of relevant environments. 3/16/2016 Professor for Leadership & Dynamics in Family Businesses Vice President of the Witten/Herdecke University Source: Grubendorfer & Schmitz, 2015, p. 13. Rudolf Wimmer

6. © 2016 SEDLÁK & PARTNER 6 Content 3/16/2016 01 Benefits 02 Key Questions 04 Background Information 03 Procedure

7. © 2016 SEDLÁK & PARTNER 7 Your Benefits 3/16/2016 Reflect on communication processes – review the functionality of leadership for corporate success on a regular basis1  Leaders create a framework in which employees can unleash their full potential2 Identify, integrate, and develop high performers and co-thinkers in the company and in the own area of responsibility4 Understand leadership as a social process and align patterns of decision- making, communication, and self-management with its effectiveness5 Development of a common language and leadership culture to ensure the interaction of all leaders across hierarchies3  Enable the leaders of the organization to jointly reflect on their leadership system and to design it in a functional way6

8. © 2016 SEDLÁK & PARTNER 8 Content 3/16/2016 01 Benefits 02 Key Questions 04 Background Information 03 Procedure

9. © 2016 SEDLÁK & PARTNER 9 Key Questions Our leadership concept provides answers to the following questions:  What are the expectations of the company / employees regarding my contribution as a leader?  What paradoxes and ambiguities do exist for me as a leader and how should they be addressed?  What effect does the organization have on me (as a leader) and what effect do I have on the organization?  How can high performers and co-thinkers be integrated in a targeted way and how can the leadership contribute in this context?  What leadership capabilities are necessary to act successfully in view of increasingly complex conditions?  How effective is the current leadership system and which requirements should be met in the future?  Does the leadership team share a common leadership understanding? Does it contribute to the success of the company?  Do we have a leadership culture in which employees can / want contribute their knowledge and capabilities and in which personal and organizational learning takes place on demand?  Can leaders design communication processes that lead to sustainable decisions? 3/16/2016

10. © 2016 SEDLÁK & PARTNER 10 Content 3/16/2016 01 Benefits 02 Key Questions 04 Background Information 03 Procedure

11. © 2016 SEDLÁK & PARTNER 113/16/2016 1 Identification of organizational requirements under consideration of strategic positioning and corporate goals 6 Process accompaniment: Monitoring, reflection, adjustment, coaching, development, and implementation of supportive communication and decision-making routines 2 Derivation of personnel requirements for leadership in consideration of the specific company DNA 3 Evaluation and optimization of existing leadership tools or, if necessary, development and implementation of new leadership tools 4 Identification of strengths and development potentials of all leaders 5 Development and implementation of a tailored learning environment for targeted leadership development within the context of a learning architecture with Blended Learning Procedure

12. © 2016 SEDLÁK & PARTNER 12 Content 3/16/2016 01 Benefits 02 Key Questions 04 Background Information 03 Procedure

13. © 2016 SEDLÁK & PARTNER 13 Responsibility Areas of Leadership 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. Marketing Adopting to requirements of the market Resource Management Securing resources necessary for the fulfillment of tasks Organizational Development Concerning for appropriate organizational forms for demands- oriented performance Personnel Management Assuring ability to perform and motivation Controlling Developing a realistic self-description Strategy Development Adopting to future developments Environment/Market/Customer Scarcity of Resources Organization Future Control Parameters People Leadership Targeted creation of social situations within an organized whole

14. © 2016 SEDLÁK & PARTNER 14 Organizations tend to be past-oriented  Fundamental thesis: Organizations care about past problems in the problem-solving activities  Leadership ensures that development stimuli for an organization are derived from the difference between the present and the past; this means, an organization orients towards a jointly developed, attractive vision 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. Future Strategy Development Marketing Resource Management Personnel Management Controlling People Control Parameters Organizational Development Leadership Scarcity of Resources Organization Environment/Market/ Customer

15. © 2016 SEDLÁK & PARTNER 15 Organizations tend to be inward-oriented  Fundamental thesis: Organizations focus on themselves when they are left to themselves  Leadership ensures that organizations focus on relevant environments and anticipate their requirements in order to stay responsive and that appropriate ideas are developed about these requirements within the organization 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. People Future Marketing Resource Management Personnel Management Controlling Environment/Market/ Customer Control Parameters Leadership Organization Scarcity of Resources Strategy Development Organizational Development

16. © 2016 SEDLÁK & PARTNER 16 Resource Management  Fundamental thesis: In principle, organizations are wasting resources  Leadership ensures resources are used in a targeted manner in terms of costs and benefits and that all processes are continuously reviewed concerning their contribution to the value creation 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. People Future Marketing Resource Management Personnel Management Controlling Control Parameters Leadership Organization Environment/Market/ Customer Scarcity of Resources Strategy Development Organizational Development

17. © 2016 SEDLÁK & PARTNER 17 Organizational Development 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. People Future Marketing Resource Management Personnel Management Controlling Control Parameters Leadership Organization Environment/Market/ Customer Scarcity of Resources Strategy Development Organizational Development  Fundamental thesis: Organizations tend to stick to once-established structures and routines, even if they are not adequate any more  Leadership ensures that adequate answers are found to the question: “What organization does the organization need?“. “What structures should be established to remain responsive to the challenges of our environments?”

18. © 2016 SEDLÁK & PARTNER 18 Personnel Management  Fundamental thesis: Without leadership, members of an organization decide independently, which of their skills they would like to bring into the organizations and which not  Leadership ensures the coupling process between persons and the organization and also ensures the mobilization of the performance of persons towards organizational goals 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. People Future Marketing Resource Management Personnel Management Controlling Control Parameters Leadership Organization Environment/Market/ Customer Scarcity of Resources Strategy Development Organizational Development

19. © 2016 SEDLÁK & PARTNER 19 Organizations tend to be intransparent  Fundamental thesis: Organizations tend to be intransparent to themselves, instead of making themselves observable in terms of performance  Leadership ensures observation patterns through which the organizational performance can be made observable from different perspectives and thus controllable by the organization itself 3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff. People Future Marketing Resource Management Personnel Management Controlling Control Parameters Leadership Organization Environment/Market/ Customer Scarcity of Resources Strategy Development Organizational Development

20. © 2016 SEDLÁK & PARTNER 20 Ability to manage Paradoxes (1/5) 3/16/2016 Associating (be in community with others) Dissociating (allow oneself to be distanced, be for oneself, be able to decide against others)

21. © 2016 SEDLÁK & PARTNER 21 Ability to manage Paradoxes (2/5) 3/16/2016 Self-observation, self-reflection  Deceleration Be in action, activity orientation, prove oneself against others, come to a conclusion  Acceleration

22. © 2016 SEDLÁK & PARTNER 22 Ability to manage Paradoxes (3/5) 3/16/2016 Structure processes, establishing order and rules Create scope for new (dissolve existing and established)

23. © 2016 SEDLÁK & PARTNER 23 Ability to manage Paradoxes (4/5) 3/16/2016 Take care of own area of responsibility, delimit, protect from irritation, ensure concentration and focus Integrate relevant disruptions and be open for uncommon from the outside

24. © 2016 SEDLÁK & PARTNER 24 Ability to manage Paradoxes (5/5) 3/16/2016 Exploitation Exploit existing knowledge and experience for problem-solving in a targeted way (rely on knowledge) Exploration Be sensitive to all decision- making situations in which skillful handling of the nescience is necessary: search, ask the right questions

25. © 2016 SEDLÁK & PARTNER 2525 We would be pleased to show you practical examples for successful leadership development!

26. © 2016 SEDLÁK & PARTNER 26 Guest Prof. Robert A. Sedlák  For over 25 years CEO and chairman of SEDLÁK & PARTNER International Consulting Group  Areas of expertise – Expert on “Foresighted Self-Renewal" for organizations – Development of sustainable visions for organizations and their successful implementation – Design and support of genotypical change processes especially in family businesses  Guest Professor at ECNU (East China Normal University), Shanghai – Topics: Newer System Theory and Learning Management Systems in the context of teachers’ qualification – Director of the “ECNU-S&P Research Center for ICT-Enabled Systemic Changes and Innovations” in Shanghai 3/16/2016

27. © 2016 SEDLÁK & PARTNER 27 Hamburg Shanghai Headquarters - Ahrensburg (near Hamburg): SEDLÁK & PARTNER Unternehmensberatung (BDU) GbR Schillerallee 4a | 22926 Ahrensburg, Germany Tel. +49 4102 6993-0 Fax +49 4102 6993-37 E-Mail info@sedlak-partner.de Branch Office - Shanghai: SEDLÁK & PARTNER International Consulting (China) Co. Ltd. No. 92 Tai’an Road I Changning District Shanghai 200031, China Tel. +86 21 6248 3599 Fax +86 21 6248 6275 E-Mail info.sh@sedlak-partner.de www.sedlak-partner.com Rep. Office - Barcelona: SEDLÁK & PARTNER International Consulting GbR Calle de Numancia 20 | 08029 Barcelona, Spain Tel. +34 6935 18470 E-Mail info@sedlak-partner.de Barcelona 3/16/2016

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