Prepared by:

Marecriz C. Querubin
By: Tim Donnelly
1.Assess Your Goals
Before you start a leadership development
program, you have to make sure your business
has a clear vision and stated goals.
According to Mr. Harold Scharlatt, a senior
enterprise associate for the Center for Creative
Leadership the most successful companies
create objectives that they can- and do- clearly
act on.
2. Identify Leadership Candidates
Identifying the employees best suited for
leadership can be tricky.
Some companies simply put their entire staff into
development programs with hopes of making
everyone more effective. But identifying the
employees who bring the most energy, ambition
and success into your company is a smart way to
focus development dollars, says Tommy Daniel,
senior vice president of PDI Ninth House, a global
leadership development and consulting firm.
3. Use Real-World Examples
A leadership development program is only as good
as its practical applications.
Disney doesnt just tell its employees about
customer service values established in the 1960s; it
gathers good customer service stories from around
the company to share with its leadership classes,
and takes employees backstage at its parks to see
its complex support environment. Disney treats
itself as a living laboratory to see what approaches
work, and shares those successes in its classes.
4. Leading in a Global Economy
Scharlatt says that part of the challenge of leading
in a digital world is the need to be more clear and
direct in your conversations with employees.

Leadership programs in a decentralized workspace

should also has focus on the value of sharing
information and transparency through social media
and virtual office sharing systems.
5. Additional Resources
The Disney Institute offers public workshops and
customizable private leadership development classes at
its Walt Disney Resorts
Leadership IQ offers live programs, teleconferences
and webinars in addition to researching and producing
white papers about workforce productivity trends.
The Center for Creative Leadership offers a variety of
leadership programs along with other materials to
facilitate in-house staff development
PDI Ninth House, based in Minneapolis, offers
development assets, executive coaching and e-learning
and other customizable packages.
 In terms of affect and emotion, recent
research has shown that leaders transmit
their affective state into the groups they
lead, such that groups assume a positive
affective tone when the leader
experiences a high level of positive
affect, and group assume a negative
affective tone when a leader experiences
negative affect (By Sy, Cote, &
Saavedra, 2005).
 Additionally, these authors found that
leaders moods shaped group processes.
Leaders who experience a high level of
positive affect facilitated greater task
coordination, whereas leaders who
experienced a high level of negative
affect facilitated greater effort on the part
of group members (By Sy, Cote, &
Saavedra, 2005).
 Other research has documented the
importance of leaders cognitive
processes on team dynamics and
performance. For example, research on
self and collective efficacy, both of
which represent cognitive evaluations of
individual and group capabilities
(Bandura 1997) has shown that a leaders
level of self efficacy for a group task
influences the groups level of collective
efficacy.
By: Talula Cartwright
 Createa clear picture in your mind of the
particular peer conflict you are having.

Sometimes it can help to write out a detailed

description of the conflict, including the
circumstances around it, what each of you said,
the behaviors' you observed, and your thoughts
and feelings about the conflict.
 Onekey to managing conflict well is to keep it
focused on ideas and procedures, not on
emotions

Make sure you understand the facts behind the

issue that spawned the conflict.
 Find the missing piece

Seekadvice from a source whose opinions and

perceptions are different from your own.

Consulting with a trusted advisor might be

helpful in broadening your perspective on the
situation.
 Take what you know of yourself, what youve
learned and observed while working with your
peer and then imagine how the conflict might play
out.
Try writing a short script complete with lines for
you and your peer. Preparing this way gives you
more confidence to handle whatever comes up.
You can still be more effective in managing the
conflict if youve thought of at least one possible
resolution.
 Are you working with authenticity and integrity?

Do the tactics and strategy you want to use to

reach a resolution fit with your values?

Focus your plan on ideas and solution. If you keep

your conflict management plan close to that path,
then you and your peer have a better chance of
creating a successful resolution.
 Afteryou have resolved the conflict, debrief
the process with yourself. Did the resolution of
the conflict settle the issue? Did it improve
your relationship with your peer?

Repeated attempts resolution dont indicate

failure. If carried out with planning and
awareness, each attempt can help to build an
effective working relationship.