LEADERSHIP DEVELOPMENT &

TRANSFORMATION (MOL 712).

CHAPTER ONE
HISTORICAL TRENDS IN LEADERSHIP
DEVELOPMENT
INTRODUCTION.
• THE ISUE OF LEADERSHIP AND ITS IMPACT ON
ORGANIZATIONAL GROWTH IS HIGHLY
UNQUESTIONABLE AMONG SCHOLARS.
• AS A RESULT ENHANCING LEADERSHIP CAPABILITIES IS
CENTRAL TO IMPROVE PRODUCTIVITY AND QUALITY
ACROSS BOTH PRIVATE AND PUBLIC SECTORS.
• THE ARGUMENT THAT EXISTS ABOUT THE
EFFECTIVENESS OF LEADERSHIP DEVELOPMENT IS THE
QUESTION OF WHETHER OR NOT YOU CAN TRAIN OR
DEVELOP LEADERS.
• BUT, EARLY THEORIES OF LEADERSHIP
PROPOSED THAT GREAT LEADERS EMERGED
BECAUSE OF AN INNATE COMBINATIONS OF
ABILITIES AND PERSONAL CHARACTERISTICS
• SUBSEQUENT MODELS OF LEADERSHIP
DEVELOPMENT HAVE QUESTIONED THIS
ASSERTION AND ARGUED THAT LEADERSHIP
BEHAVIORS AND COMPETENCIES CAN BE
LEARNT AND DEVELOPED.
• FOR LEADERSHIP DEVELOPMENT, ORGANIZATIONS
NEED TO IDENTIFY THE APPROPRIATE INDIVIDUAL
AND WHICH SKILL OR COMPETENCIES TO DEVELOP.
ONE CAN ALSO SEE FROM ORGANIZATIONAL AND
SITUATIONAL CONTEXT IN WHICH DEVELOPMENT
OCCURS. PERHAPS THE MOST USEFUL
PERSPECTIVE IS TO CONSIDER LEADERSHIP AS A
PROCESS---- CONTEXTUALLY SITUATED WITHIN THE
RELATIONSHIP B/N PEOPLE.
• AS A RESULT, ORGANIZATIONS ARE MOVING AWAY
FROM INDIVIDUAL DEVELOPMENT TO A MORE
SYSTEM-BASED ORGANIZATIONAL
TRANSFORMATION APPROACH AS STATED BY BASS
1998, KOTTER 1996, AND KOUZES AND POSNER 1987.
• THIS MEANS THAT ORGANIZATIONS HAVE BEGAN TO
LOOK AT LEADERSHIP DEVELOPMENT PROGRAMS AS
AN ORGANIZATIONAL DEVELOPMENT
OPPORTUNITIES AS WELL AS INDIVIDUAL
LEADERSHIP DEVELOPMENT PROCESSES.
• ALSO LEADERSHIP DEVELOPMENT SHOULD
BE NEED-BASED APPROACH AND MUST AIM
AT DEVELOPING LEADERS IN CONTEXT
• ORAGANIZATIONS MUST ALSO FACE THE
FACTS OF LEADERSHIP SUCCESSION.
• SO, THEY MUST HAVE SUCCESSION PLAN
AND AVOID CLINGING TO POWER,
MANIPULATIVENESS OR SELF-CENTERDNESS.
• ALTHOUGH LEADERSHIP COMES IN ALL SHAPES AND
FORMS, VERY FEW OF US ARE GOING TO BE OR WILL
BE LEADERS.
• LEADERSHIP IS NO LONGER DEFINED BY WHAT A
LEADER DOES, BUT BY THE ABILITY TO COLLABORATE,
MOTIVATE, MANAGE NETWORK AND BE ABLE TO
ACHIEVE THEM.
• SINCE LEADERSHIP IS A COMPLICATED CONCEPT AND
STRUGGLE FOR MORE DIFFERENTIATED
UNDERSTANDING HAS BEEN AN ON GOING PROCESS.
• TO BE A LEADER ASKS TO PASS THROUGH ALL NECESSARY
WAYS TO FIT INTO THE POSITION GIVEN. IT ALSO ASKS TO
HAVE INTEREST AND SACRIFIES.
• AS A RESULT DEVELOPMENT DOES NOT HAPPEN
OVERNIGHT, IS COMPLICATED & HAS MANY FACETS
(RESPECTS, EXPERIENCE, EMOTIONAL, STRENGTH,SKILLS,
DISCIPLINE, VISION, ETC.)
• MAXWELL STATES THAT LEADERSHIP DEV’T ASKS TO HAVE
A DAILY AGENDA TOWARDS THAT GOAL, CONTINUOUS IN
ONCE LEADERSHIP DEVELOPMENT WILL RESULT IN
GROWTH OVERTIME.
• IT REQUIRES SELF-DISCIPLINE TO WORK &
PREPARE ONESELF DAY OUT & DAY IN.
• THOUGH SOME PEOPLE HAVE NATURAL
BORN GIFTS, THE ABILITY TO LEAD IS REALY A
COLLECTIVE SKILL WHICH CAN BE LEARNED
AND IMPROVED
 WHAT IS THEN LEADERSHIP DEV’T?
• INVOLVES PREPARING PEOPLE FOR ROLES &
SITUATIONS BEYOND THEIR CURRENT KNOWLEDGE
& EXPERIENCES
• IS ORIENTATED TOWARDS BUILDING CAPACITY IN
ANTICIPATION OF UNFORSEEN CHALLENGES (DAY, D.
2001).
• IS RATIONAL VIEW OF LEADERSHIP DEVELOPMENT
AS A PROCESS INVOLVING EVERYONE IN THE ORG.
IT IS FUNDAMENTALLY DEVELOPMENT OF
COLLECTIVE CAPACITY IN ORG.
• INVESTMENT IN HUMAN CAPITAL TO ENHANCE
INTRAPERSONAL COMPETENCE FOR SELECTED
INDIVIDUALS
• INVESTMENT IN SOCIAL CAPITAL TO DEVELOP
NETWORKS & COOPERATION WITHIN
ORGANIZATIONS & OTHER SOCIAL SYSTEMS
• IS THE PROCESS THAT MINIMIZES LEADERSHIP GAPS
FOR CRITICAL POSITIONS & PROVIDES
OPPORTUNITIES FOR TALENTED PEOPLE TO DEVELOP
THE SKILLS NECESSARY FOR FUTURE ROLES
 FACTUAL SEQUENCES OF LEADERSHIP
DEVELOPMENT.
1. FAMILY:-
• LEADERSHIP DEVELOPMENT STARTS AT HOME
• SOME LEADERSHIP QUALITIES BEGIN TO BE
CULTIVATED EARLY IN LIFE, AND CHARACTERS
FORMED, PUT IN MOTION BY PARENTS
• PARENTS IMPACT VALUES & POTENTIALS THAT
EXIST IN THEM TO HAVE VISION AND DESIRES.
2. SCHOOLS, COMMUNITY, AND PEERS.
• INDIVIDUALS ARE AFFECTED BY COMMUNITIES
OF PEOPLE, AND BY THE ROLE OF RECIPROCAL
RELATIONSHIPS IN SOCIAL SETTINGS.
• PEERS IN SCHOOLS AND OUTSIDE ALSO AFFECT
THE BEHAVIOR OF INDIVIDUALS THAT MAY
POSITIVELY/NEGATIVELY AFFECTS DEVELOPMENT
• SCHOOLS ARE PLACES WHERE INDIVIDUALS
LEARN AND DEVELOP THEIR POTENTIALS
3. ORGANIZATIONS:-
• WHAT IS IMPORTANT TO ORGANIZATIONS IS
PERFORMANCE THAN CULTIVATING AND
INVESTING ON FUTURE LEADERS
• FOR ORGANIZATIONS TO BE SUCCESSFUL
THEY NEED STRATEGY , AND PROPERLY
STRUCTURED LEADERSHIP DEVELOPMENT TO
BE COMPETITIVE AND PERFORM HIGH
4. SHIFTING PARADIGM:-
• CHANGE IS ALWAYS THERE. WE ARE IN THE
AGE OF INFORMATION AND GLOBALIZATION.
AS A RESULT, WE NEED TO DEVELOP LEADERS
TO ADAPT AND FIT TO THESE CHANGES
BESIDES THESE FOUR INITIAL POINTS, ONE CAN
LOOK INTO THE THEORIES OF LEADERSHIP
CONTRIBUTION TO LEADERSHIP BEHAVIORAL
DEVELOPMENT BELOW.
 STUDIES (THEORIES) ON LEADERSHIP
DEVELOMENT.
1. TRAIT THEORY:
• TRAIT IS A DISTINGUSHING CHARACTERISTICS OF
A PERSON. IT IS AN INNER QUALITY OF A PERSON
THAT DISTINGUSHES HIM/HER FROM OTHERS.
THOSE WHO WERE CALLED GREAT LEADERS IN
HISTORY DO HAVE THIS CHARACTERISTIC OR
TRAITS– LIKE INTELLIGENCE, INITIATIVE,
CONFIDENCE, SOCIABILITY, etc. THIS FACT LED
SCHOLARS TO SAY THAT THEY ARE BORN NOT
MADE.
2. BEHAVIORAL THEORY:
• STUDIES WENT ON AND CONCLUDED THAT IT IS
NOT THE PERSONALITY OF A LEADER THAT
MATTERS ALONE, BUT THE BEHAVIOR/ACTION
THEY EXHIBIT. THIS IS TO ANSWER THE QUESTION
OF WHAT TO DO AND HOW AND THE STYLES
APPLIED. IT REQUIRES SKILLS, MOTIVATION,
COMMUNICATION FOR THE COMPLETION OF TASKS
AND THE BALANCE B/N TASK AND RELATIONSHIPS.
3. CONTINGENCY AND SITUATIONAL THEORIES:
• THE THEORY ASSUMES THAT DIFFERENT SITUATIONS CALL
FOR DIFFERENT CHARACTERISTICS. SO, NO LEADER EXISTS
THAT CAN HAVE AN OPTIMAL PROFILE. AS ARESULT,
LEADERS ARE SUBJECT TO MANY VARIABLES. LEADERS
MUST BE DEVELOPED ACCORDING TO THE CHANGING
VARIABLES & HAVE ABILITY TO BE FLEXIBLE AND
ADAPTABLE.
• SO, THE THEORIES DEFINED THE STYLE OF LEADERSHIP AS
CONTINGENT TO THE SITUATION AND CLASSIFIED AS
CONTINGECY THEORY.
4. TRANSFORMATIONAL THEORY:
• IT FOCUSES ON TRANSFORMATION
• EMPOWER AND PROVIDE A COMPELLING
VISION
(THE SUMMARY IS GIVEN IN SLIDES 26&27)
 LEADERSHIP DEV’T. IN THE PAST.
FROM THE THEORIES OF LEADERSHIP WE SEE THAT
LEADERS COME TO POSITIONS BASED ON THEIR
PERSONALITY TRAITS. BUT WE OBSERVE
DEVELOPMENT TAKING PLACE AS FOLLOWS:
A). TRADITIONAL APPROACH:
• CLASS-ROOM TYPE OF TRAINING. IT IS MEANT TO
PRODUCES RAPIDLY. ANYHOW, IT CAN HAVE AN
IMPACT WHEN LINKED WITH THE WORK TO BE
DONE. CLASS-ROOM TRAINING HAS ITS IMPORTANCE
EVEN TODAY.
B). EMOTIONAL RESONANCE:
• LEADERS MUST HAVE CLEAR EMOTIONS THAT
CAN HAVE POSITIVE IMPACT ON OTHERS
• SO, LEADERSHIP DEVELOPMENT MUST
INVOLVE THE WHOLE PERSON, AND
MATURITY IN EMOTIONS
• COMMITED TO THE VALUE OF SELF-DIRECTED
CHANGE & GROWTH IS NEEDED.
 CURRENT (PRESENT) APPROACH TO
LEADERSHIP DEV’T.
• TODAY LEADERSHIP DEV’T. INCREASINGLY
TAKES PLACE IN THE CONTEXT OF WORK
PLACE
• CRITICAL REFLECTION ABOUT THE ROLE OF
COMPETENCIES SHOULD BE THERE
• RE-VISIT THE ISSUE OF WORK AND LIFE
BALANCE.
DEVELOPING LEADERS IN THE FUTURE.

SEVERAL TRENDS WILL HAVE A MAJOR ROLE IN

THE FUTURE FOR PRACTICING LEADERSHIP
DEVELOPMENT
A). LEADERSHIP COMPETENCIES WILL STILL
MATTERS.
• THE COMPETENCIES SHOULD BE DVELOPED
WITH THE CHANGING COMPETITIVE
ENVIRONMENT. THIS REQUIRES THE
FOLLOWINGS:-
• GLOBAL COMPETITION
• INFORMATION TECHNOLOY
• THE NEED FOR DYNAMICALLY CHANGING
ORGANIZATIONS
• TEAM , ITS DEVELOPMENT AND
MAINTAINING
• INCREASING EMPLOYES AND CUSTOMER
NEEDS
• ALL THESE REQUIRES A LEADER WHO CAN
MOTIVATE AND COORDINATE TEAM-BASED
APPROACH, MORE COLLABORATIVE
APPROACH, STRATEGIST, CHANGE MANAGER,
RELATIONSHIP/NETWORK BUILDER, AND
TALENT DEVELOPER.
 1.1. THE CHANGING CONCEPT OF
LEADERSHIP & LEADERSHIP DEV’T.
• THERE IS A CONSIDERABLE SHIFT OF HOW
LEADERSHIP DEV’T IS CONCEIVED & ITS
APPROACHES
• IN THE EARLY 20TH CENTURY, PEOPLE BECAME
LEADERS BY VIRTUE OF THEIR PERSONAL TRAITS
• IN MID 2OTH CENTURY BEHAVIORAL LEADERSHIP
MODELS EMERGED, IT IS HOW LEADERS BEHAVE
WHICH WAS IMPORTANT WITH VARIOUS STYLES.
LATER CAME LEADERSHIP STYLE IN RELATION TO
SITUATIONS.
• FROM THE LATE 1970’S INTERESTS AROSE IN THE
ABILITIES OF LEADERS TO BRING ABOUT
TRANSFORMATIONAL CHANGE WITHIN
ORGANIZATIONS.
• IN 1978 BURNS SPOKE OF TRANSFORMING
LEADERS – AN ABILITY TO INSPIRE FOLLOWERS TO
WORK TOWARDS GOALS, AN IDEA THAT WAS
SUBSEQUENTLY DEVELOPED INTO
TRANSFORMATIONAL LEADERSHIP (BASS AND
AVOLIO, 1994).
WHAT DO WE READ TODAY AND WHAT ARE THE
DEMANDS?
• TODAY THERE ARE A RANGE OF MORE (a)
INCLUSSIVE MODEL OF LEADERSHIP
EMERGING WHICH ARGUES FOR, LESS
DRAMATIC LEADERSHIP AT ALL LEVELS WITHIN
ORGANIZATIONS. INCLUSSIVENES LEAD
PEOPLE TO FEEL OWNERSHIP AND THEY CAN
SAY WE DID IT TOGETHER OR OURSELVES.
• LAO TZU PROPOSED:
- TO LEAD PEOPLE WALK BESIDES THEM
- PEOPLE DO NOT NOTICE THE EXISTENCE OF
BEST LEADERS
- PEOPLE HONOR AND PRAISE BEST LEADERS
SO, WE ARE SEEING A RE-AWAKENING TO THE
IMPORTANCE OF INCCLUSIVE AND
COLLECTIVE LEADERSHIP
• GREEN LEAF (1970) TALK OF (b) SERVANT,
MORAL AND TEAM LEADERSHIP, WHERE THE
LEADERS TAKE UP ROLE OUT OF A DESIRE TO
ACHIEVE COMMON GOALS FOUNDED UPON
SHARED VALUES & BELIEFS RATHER THAN
USING POWER DRIVE OR TO ACQUIRE
MATERIAL POSSESSIONS.
• IN LINE WITH THIS CAME IN THE CONCEPT OF ©
DISTRIBUTED LEADERSHIP.
• DL. IS A CONCEPTUAL AND ANALITICAL APPROACH FOR
UNDERSTANDING HOW THE WORK OF LEADERSHIP
TASKES PLACE AMONG THE PEOPLE AND IN CONTEXT OF
A COMPLEX ORGANIZATION.
• IT IS HOW ACTORS ENGAGE IN TASKES THAT ARE
DISTRIBUTED ACROSS THE ORGANIZATION &
ESTABLISHES THE CONDITION FOR IMPROVEMENT. IT IS
SEEN AS A SOCIAL PROCESS AT THE INTERSECTION OF A
LEADER, FOLLOWER, & SITUATION.
• IT IS LEADER PLUS, THAT IS STRETCHED OR
DISTRIBUTED. IT IS ENACTED WITH THOSE NOT IN
THE OFFICIAL LEADERSHIP POSITION.
• THE CONFIGRATION OF LEADERSHIP ACTIVITY
MIGHT INCLUDE COLLABORATED, COLLECTIVE, OR
COORDINATED.
• THE CONCEPT OF DISTRIBUTED LEADERSHIP IS
FOUNDED ON A SHRED SENSE OF PURPOSE AT ALL
LEVELS IN THE ORGANIZATION GIVING ATTENTION
TO THE PROCESS OF LEADERSHIP.
• IT SUGGESTS EMERGENT OF A GROUP OR
NETWORK OF INTERACTING INDIVIDUALS, THERE
IS AN OPPENNES OF BOUNDARIES OF LEADERSHIP
AND VARIETIES OF EXPERTIES ARE DISTRIBUTED
ACROSS THE MANY NOT THE FEW.
• A TRANSFER OF THE ROLE OF LEADERS IN
RELATION TO THE SITUATION, TASK,& EXPERIENCE.
• IT IS A COLLECTIVE PROCESS AND CAHLLENGES THE
TRADITIONAL APPROACH.
IN GENRAL
• AS LEADERSHIP DEVELOPMENT IS
EXPENSIVE,ORGANIZATIONS ALWAYS RUN FOR
HIGH PERFORMANCE AND BUSINESSES FOR ROI.SO,
TO MAKE LEADERSHIP DEVELOPMENT FRUITFUL,
ORGANIZATIONS HAVE TO EFFECTIVELY PLAN,
IMPLEMENT, AND EVALUATE. THAT IS CREATE
“CHAIN OF IMPACT” THAT CONNECTS LEADERSHIP
DEVELOPMENT TO INTENDED OUTCOMES.
• ROI SHOULD NOT BE SEEN IN ISOLATION, BUT
HOLISTICALLY.
• HOLISTIC APPROACH FULLY INTEGRATES THE HARD &
SOFT SIDES OF LEADERSHIP AND INCLUDES THE
WHOLE AREA OF BUSINESS ETHICS AND CORPORATE
SOCIAL RESPONSIBILITY.
• SO, THE REALITY FOR LEADERSHIP DEVELOPMENT
CRITERIA SHOULD BE BASED ON ALL DEVELOPMENT
FOCUSING ON REAL TIME CHALLENGES AND
OPPORTUNITIES.
• AS A RESULT, LD. SHOULD BE INHERENTLY
COLLABORATIVE, SOCIAL AND RELATIONAL PROCESS.
 TYPES PURSUED FOR LEADERSHIP
DEVELOPMENT.
THERE ARE TWO:-
1. HORIZONTAL DEVELOPMENT
2. VERTICAL DEVELOPMENT
HORIZONTAL LEADERSHIP DEVELOPMENT.
IT IS A COMPETENCIES DEVELOPMENT THAT CAN
BE TRANSMITTED FROM EXPERTS. IT IS A DEV’T
OF NEW SKILLS, ABILITIES, & BEHAVIORS.IT IS A
TECHNICAL LEARNING. IT IS LEARNING MORE
LEADERSHIP TECHNIQUES.
• IT REFERS TO ADDING MORE KNOWLEDGE ,
SKILLS AND COMPETENCIES.
• THIS CAN BE MEASURED BY 360 DEGREE
FEEDBACK
• IT IS ABOUT TRANSFERING INFORMATION TO
AN INDIVIDUAL IN RESPECT TO HIS JOB.
2. VERTICAL LEADERSHIP DEV’T.
IT IS A DEVELOPMENTAL “STAGE”. IT REFERS TO
THE STAGES THAT PEOPLE PROGRESS
THROUGH IN REGARD TO HOW THEY MAKE
SENSE OF THEIR WORLD. RATHER THAN
LEARNING TECHNIQUES AIMS TO EXPAND
THE GLASS. IT IS SOMETHING THAT SHOULD
BE EARNED BY INDIVIDUALS.
• VERTICAL DEVELOPMENT CAN BE LEARNT BY
ONESELF
• IT IS A PROGRESS AT VARYING RATE
THROUGH MENTAL DEVELOPMENT
• IT IS ADVANCEMENT IN A PERSON’S
THINKING CAPACITY
• IT IS ABOUT TRANSFORMATION OF THE
LEADER
THE STAGES OF DEVE’T ARE:-
A). AWAKEN:- THE PERSON BECOMES AWARE THAT
THERE IS A DIFFERENT WAY OF MAKING SENSE OF
THE WORLD AND THAT DOING THINGS IN A NEW
WAY IS POSSIBLE.
B). UNLEARN & DISCERN:- THE OLD ASSUMPTIONS
ARE ANALYSED & CHALLENGED. NEW
ASSUMPTIONS ARE TESTED OUT & EXPERIMENTED
WITH AS BEING NEW POSSIBILITIES FOR ONES DAY
TO DAY WORK & LIFE.
C. ADVANCE:- OCCURS AFTER SOME PRACTICE
& EFFORT, WHEN NEW IDEAS GET STRONGER
& START TO DOMINATE THE PREVIOUS ONES.
THE NEW LEVEL OF DEV’T (LEADERSHIP
LOGIC) STARTS TO MAKE MORE THAN THE
OLD ONE.
• ORGANIZATIONS ARE AWARE OF DEVELOPING
INDIVIDUAL LEADER COMPETENCIES, BUT HAVE IGNORED
THE CHALLENGES OF TRANSFORMING THEIR LEADER’S
MIND-SET FROM ONE LEVEL TO THE NEXT.
• SO, TODAY’S HIRIZONTAL DEV’T WITHIN A MIND-SET
MUST GIVE WAY TO THE VERTICAL DEV’T OF BIGGER
MINDS, (JOHN McGUIRE & GRAY RHODES, 2009).
• IT DOES NOT MEAN WE PUT ASIDE HORIZONTAL
DEVELOPMENT, BUT IT MEANS COMPETENCIES MUST BE
LOOKED THROUGH HORIZONTAL & VERTICAL LENSES AT
THE SAME TIME.
• A NEW LEADERSHIP PARADIGM SEEMS TO BE
EMERGING WITH AN INEXORABLE SHIFT
AWAY FRON ONE-WAY, TOWARDS TWO WAY
NET WORK. THAT IS TO PARTICIPATIVE AND
COLLABORATIVE LEADERSHIP STYLE.
AS ARESULT, THE FUTURE TRENDS OF LEADERSHIP
DEV’T SHOULD CONCENTRATE ON THE FOLLOWINGS:-
1. MORE FOCUS ON VERTICAL DEVELOPMENT
2. TRANSFER GREATER DEVELOPMENT OWNERSHIP TO
THE INDIVIDUAL
3. GREATER FOCUS ON COLLECTIVE RATHER THAN
INDIVIDUAL LEADERSHIP.
4. MUCH GREATER FOCUS ON INNOVATION IN
LEADERSHIP DEV’T METHODS
SO, LEADERSHIP DEV’T PROGRAMS SHOULD BE
DESIGNED TO:-
1. DELIVER PERSONAL & CUSTOMIZED SOLUTIONS
2. DEVELOP LEADERSHIP CAPABILITIES ESSENTIAL FOR
ADDRESSSING BUSINESS CHALLENGES TODAY WITH
STRONG VIEW
3. INVEST IN LEARNING APPROACHES & METHODS THAT
HAVE THE GREATEST IMPACT
4. BUILD LEADERSHIP CAPABILITIES ACROSS THE
ENTERPRISE NOT JUST FOR THE FEW
LEADERSHIP DEV’T TODAY IN MUCH OF THE
WORLD IS MORE HOLISTIC AND INCLUDES:-
1. THE INDIVIDUAL (LEADING SELF)
2. TEAM-BASED ( LEADING OTHERS)
3. COLLABORATIVE (LEADING WITH OTHERS)
 PERSONAL MASTERY & WORK LIFE
INTEGRATION ARE IMPORTANT WHICH IS
LEADING TO HIGH-PERFORMANCE
• PERSONALIZATION & CUSTOMIZATION OF
DEV’T IS THE CRITICAL SHIFT IN THE CURRENT
TRENDS
• SO, BASED ON CORPORATE GOALS &
INDIVEDUAL NEEDS, ORGANIZATIONS CAN
EMPLOY ANY ONE OR A COBINATION OF THE
DEV’T STRATEGIES TO GIVE THEIR LEADERS A
COMPETITVE EDGE AND A HOLISTIC MIND-
SET WHICH CAN BRING CHANGE
 IMPACT OF LEADERSHIP DEV’T.
• LEADERSHIP DEVELOPMENT HAS AN IMPACT ON
IMPROVED BUSINESS OUTCOMES, SUCH AS:-
- RETENTION, PRODUCTIVITY, PROFITABILITY
CUSTOMER LOYALTY, SAFTEY.
- DRIVING ORGANIZATION, IMPROVING
EFFICIENCE & EFFECTIVENESS OF LEADERS,
INCREASING SUCCESSFUL EXECUTIVE OF
BUSINESS STRATEGIES, IMPROVING MGT.
& ALIGNMENT
IT GIVES VALUES SUCH AS:
- DRIVE PERFORMANCE CULTURE
- IMPROVE BOTTOM-LINE FINANCIAL
PERFORMANCE
- ATTRACT AND RETAIN TALENT
- INCREASE ORGANIZATIONAL AGILITY
OBSTACLES IN IMPLEMENTING LEADERSHIP
DEV’T PRGRAMS
• INCREASED COST
• INCREASED TIME
• LACK OF PROVIDING RESOURCES
• LACK OF EXECUTIVE SUPPORT
• CULTURAL DIFFERENCES
• LACK OF CONSISTENENT IMPLEMENTATION OF
PROGRAMS
• LACK OF CAREER DEVELOPMENT
• LACK OF SUCCESSION PLANNING
 THE CHALLENGES AHEAD FOR LEADERSHIP
DEV’T.
• LEADERSHIP DEV’T. CHALLEGE IS THE PROCESS OF HOW
TO GROW “BIGGER MINDS,” NOT WHAT LEADERS LOOK
LIKE
• THE ENVIRONMENT CONTAINS A LARGE NUMBER OF
INTERACTING ELEMENTS. WE OBSERVE THE
INTERCONECTIONS OF SYSTEMS AND BUSINESS
COMMUNITIES.
• THE INFORMATION IN A SYSTEM IS HIGHLY AMBIGUOUS,
INCOMPLETE INTERACTIONS B/N SYSTEMS ARE NON-
LINEAR. THAT IS THERE IS INFORMATION OVERLOAD.
• THE DISOLVING OF TRADITIONAL
ORGANIZATIONAL BOUNDARIES
• NEW TECHNOLOGIES THAT DISRUBT OLD WORK
PRACTICES
• THE DIFFERENT VALUES & EXPECTATIONS OF
NEW GENERATIONS ENTERING THE WORK
PLACE.
• INCREASED GLOBALIZATION NEEDS TO LEAD
ACROSS CULTURES
 LEADERSHIP DEV’T AS WRITTEN BY
ANDREW J. DUBRIN.
1. LEADERSHIP DEV’T THROUGH SELF-AWARENESS. IT
INVOLVES THE INSIGHTFUL PROCESSING OF FEEDBACK
ABOUT ONESELF TO IMPROVE PERSONAL EFFECTIVENESS.
2. LEADERSHIP DEV’T THROUGH SELF-DISCIPLINE.
LEADERSHIP DEV’T REQUIRES CONSIDERABLE SELF-
DISCIPLINE. SELF-DISCIPLINE IS MOBLIZING ONE’S EFFORT
& ENERGY TO STAY FOCUSED ON ATTAINING AN
IMPORTANT GOAL. HELPS FOR CONTINUOUS MONITORING
BEHAVIOR TO ENSURE THE NEEDED SELF-DEV’T OCCURS.
3. DEV’T TROUGH EDUCATION, EXPERIENCE, & MENTORING
 1.2. THE C0NTEMPORARY CONTEXT &
WORK CONTEXT OF LEADERSHIP DEV’T.
• OVER THE PAST TWENTY YEARS, LEADERSHIP
DEVELOPMENT HAS BECOME POPULAR.
BEFORE THIS, IT WAS BASED ON
OBSERVATION OF BEHAVIORS, WHICH DID
NOT YIELD SUBSTANTIAL RESULTS. BUT
IDENTIFYING GAPS, STRENGTHS &
WEAKNESSES, AND 360 DEGREE FEEDBACK
EVALUATION, etc., AND GIVIN OPPORTUNITY
TO DEVELOP FUTURE LEADERSHIP TALENTS.
• FROM ORG. PERSPECTIVES ENHANCING LEADERSHIP
CAPABILITY ARISES FROM THE INCREASED
COMPETITION, ALERTNESS, RELEVANT SKILLS,
ABILITIES, KNOWLEDGE AND SELF-AWARENESS.
• SO, DEV’T FOLLOWS BUSINESSES NEEDS & HUMAN
RESOURCE STRATEGY DUE TO CHANGES TAKING PLACE
• THE QUESTION IS, TO WHAT EXTENT DOES CORRECT
PROVISION OF DEV’T MEETS THE NEED OF THE
ORGANIZATIONS?
• THE DEV’T THROUGH EDUCATION, COACHING,
MENTORING, 360 DEGREE FEEDBACK, PROJECT
WORK, LEARNING IN TEAMS IS SHIFTING
TOWARDS SOME FLEXIBLE, EXPERENTIAL AND
INFORMAL APPROACHES TAILORED TO THE
REQUIREMENTS OF INDIVIDUAL ORG.
• SO, DEV’T PROGRAMS MUST PREPARE
INDIVIDUALS IN THE NEW DIRECTION THAT
ORGANIZATIONAL CHANGE MAY REQUIRE.
• WE READ THAT LEADERSHIP DEV’T PROGRAMS
LACK CLARITY ARTICULATIVE PERSPECTIVE
BEYOND A COMPETENCE, BEHAVIOR & VALUES
APPROACH.
• LEADERSHIP DEV’T IS CONSIDERED TO HAVE
IGNORED CIRCUMSTANCES IN WHICH
LEADERSHIP IS EXERCISED, ( ZACCARO 2003)
• IT REQUIRES FOCUSING ON INDIVIDUAL EARLY
LIFE EXPERIENCES & ADULT DEV’T PROCESSES
• LEADERSHIP DEV’T IS, IN FACT, IS A LEADER
DEV’T.
AS A RESULT, THE CONTEXT OF LEADERSHIP
DEVELOPMENT MUST BE SEEN IN PRACTICE.
THE PRACTICE CAN BE THROUGH:-
1. DEVELOPING INDIVIDUALS AS LEADERS
2. DEVELOPING ORGANIZATIONAL LEADERS
3. THE DYNAMICS OF TAKING LEADERSHIP ROLE
1. DEVELOPING INDIVIDUALS AS LEADERS

• INDIVIDUAL LEADERSHIP CAPABILITY IS ADDRESSED

THROGH FEEDBACK USING 360 DEGREE
COMPETENCY/BEHAVIOR ASSESSMENT
• THE ASSESSMENT CAN BE ORGANIZATIONS
THEMSELVES AND BY SUPERVISORS, SUBORDINATES,
COLLEAGUES, ETC.
• IT ENABLES ORG. TO DEVELOP LEADERS TO THEIR
FULL POTENTIAL. THIS REQUIRES PERSONAL INSIGHT,
AWARENESS & TRYING TO THINK AND GROW IN A
NEW WAY OF BEING.
THE DEV’T MUST BE WITHIN THE CONTEXT OF
THE ORGANIZATION, NOT IN TERMS OF
INDIVIDUAL COMPETENCE PROFILE, BUT
HOW LEADERS CAN OPERATE BETTER IN THE
ORGANIZATIONAL CONTEXT IN WHICH THEY
ARE EXERCISING LEADERSHIP
 2. DEVELOPING ORGANIZATIONAL
LEADERSHIP
• THE ISSUE OF ORGANIZATIONAL LEADERSHIP
INCLUDES:-
A). ORGANIZATIONS NEED TO TRANSFORM AND TO
RESPOND TO CHALLENGES THAT CAN BE FACED
B). HOW TO ADAPT LEADERSHIP PRACTICES THAT THE
ORGANIZATION NEEDS TO ACHIEVE THE INTENDED
TRANSFORMATION
C). CLARIFYING & UNDERSTANDING HOW IT WILL BE
ACHIEVED COLLECTIVELY WITH AN OUTCOME OF
MORE EFFECTIVE LEADERSHIP WORK
• THE ABOVE POINTS FOCUS ON THE ORG. RATHER THAN
PERSONAL CHANGES , THOUGH AS SUCH DOES NOT
EXCLUDE THE POSSIBILITY OF PERSONAL LEARNING
• THEREFORE, LEADERS NEED:-
- TO PERCEIVE & INTERPRATE THEIR WORLD
IN NEW WAYS
- UNDERSTAND ASSUMPTIONS GOVERNING
NEW BEHAVIORS IN THEIR ORGANIZATION
- WORK ACROSS BOUNDARIES SO THAT NEW WAYS OF
DOING BUSINESS CAN BE ESTABLISHED.
WHEN WE FURTHER SEE THE CONTEMPORARY
CONTEXT OF LEADERSHIP DEV’T, THE FOLLOWING
POINTS SHOULD ALSO BE CONSIDERED:-
 TO ENHANCE LEADERSHIP CAPABILITY, IT ARISES
FROM THE CHANGING NATURE OF WORK,
ESPECIALLY TO COPE WITH COMPETITION, NEED
FOR INTELLECTUAL FLEXIBILITY, ALERTNESS &
RELEVANT SKILLS, KNOWLEDGE & SELF-
AWARENESS
• LEADERSHIP DEV’T FOLLOWS BUSINESS
NEEDS & HR STRATEGY DUE TO CHANGES
TAKING PLACE
• AS A RESULT OF THE ABOVE FACTS , TAYLOR
& OTHERS SAY THAT GLOBAL CHALLENGES
LEAD TO DEMAND APPROACH OF
LEADERSHIP DEVELOPMENT
• IT IS SAID THAT LEADERS ARE NOT BORN BUT
MADE. THE IMPLICATION IS THAT
INDIVIDUALS CAN DEVELOP THEMSELVES
THROUGH EDUCATION AND OTHER
APPROACHES TO BECOME A LEADER.
• THOUGH EDUCATION AND TRAINING ARE
IMPORTANT, THE WORK THAT INDIVIDUALS
DO HAS GREAT IMPACT ON LEADERSHIP
DEV’T. AND BUILDING EXPERIENCES.
• PEOPLE MUST GO TO WORK AND THE WORK
MUST BE CHALLENGING, AND THEY LEARN
WHILE MAKING MISTAKES AT WORK,
SOLVING PROBLEMS THAT MAY HAPPEN, AND
OVERCOME CHALLENGES OF CHANGE IN
ALIGNING WITH THE WORK
• LEADERS ALSO LEARN FROM THE TEAM THEY
WORK WITH, WHICH GIVES RICH CONTEXT
FOR SELF LEARNING/MANAGING
• SO, INDIVIDUALS ARE PROVIDED WITH
OPPORTUNITIES TO LEARN WITH THE
CONTEXT OF THE TEAM AT WORK
• LEARNING & DEVELOPING CAN ALSO BE
DONE BY SELF-OBSERVATION, SELF-CRITICSM,
SEEKING FEEDBACK, AND NETWORK, ALL OF
WHICH OFFER OPPORTUNITIES FOR
DEVELOPING IN THE WORK AREA.
1.3. APPROACHES TO LEADERSHIP DEV’T.

• AS STATED ABOVE THE APPROACH TO DAY FOR

LEADERSHIP DEVELOPMENT IS DEMAND AND NEED
APPROACH. THIS CAN BE MET THROUGH DIFFERENT
MEANS.
• MOST APPROACHES ARE THROUGH EDUCATION,
COACHING, MENTORING, 360 DEGREE FEEDBACK,
LEARNING IN TEAMS, - WHICH ARE SHIFTING
TOWARDS MORE FLEXIBLE EXPERIENCIAL &
INFORMAL APPROACHES TAILORED TO THE
REQUIREMENTS OF INDIVIDUALS & ORGANIZATIONS
• SO ,DEVELOPMENT PROGRAMS MUST
PREPARE INDIVIDUALS IN THE NEW
DIRECTIONS THAT ORGANIZATIONAL CHANGE
MAY REQUIRE.
• BUSH, T. & GLIVER, D. (2004), SUGGESTED
THREE MODELS OF LEADERSHIP DEV’T.
1. SCIENTIFIC (MANAGERIAL/TECHNICIST)-
MORE PEOPLE FOCUSED EMPLOYING
TRANSFORMATIONAL INTERACTIONS
2. HUMANISTIC (EMPOWEMENT/PERSUASIVE)-
WHICH IS MORE PEOPLE FOCUSED &
EMPHASIS STRATEGICALLY PLANNED
TRANSFORMATION INTERVENTION
3. PRAGMATIC (RATIONAL/REACTIVE)- WHICH
IS PROJECT FOCUSED WITH AN EMPHASIS ON
IMMEDIATE NEEDS OF INDIVIDUALS &
GROUPS
 SOME FOREIGN COMPANIES PREFER
THE FOLLOWING APPROACHES.
1. INTERNAL SKILL PROGRAMS
2. EXTERNAL COURSES, SEMINARS &
CONFERENCES
3. MENTORING/COACHING
4. IN-COMPANY JOB ROTATIONS
5. E-LEARNING
NOTE THAT THE CHOICE OF DEV’T APPROACH IS TO
CONSIDER WHAT WE SEEK TO DEVELOP & HOW
BEST WE CAN ACHIEVE THEM.
JAMES & BURGOYNE (2002), PUT THE
FOLLOWING STRATEGIES THAT ARE EFFECTIVE
FOR LEADERSHIPE DEVELOPMENT
 CURENT SITUATION; FUTURE PLAN;
ANALYSING THE GAP & EVALUATING THE
PRINCIPLES.
THIS APPROACH CLEARLY INDICATES THE
IMPORTANCE CONSIDERING CONSISTENT &
INTEGRATED APPROACH TO LEADERSHIP DEV.
BECAUSE IT IS BASED UPON A TRUE
AWARENESS OF THE CURRENT SITUATION
AND FUTURE REQUIREMENTS OF THE
ORGANIZATION.
 REFLECTION EXERCISE.
1. WHAT ARE THE FACTORS THA LEAD
ORGANIZATIONS , COMPANIES ANS SOCIETY
TO DEVELOP LEADERS? WHAT WILL THE
IMPORTANCE BE IF WE DEVELOP OUR
LEADERS?
2. WHAT APPROACHES ARE THERE TODAY TO
DEVELOP LEADERS TO MAKE THEM
PRODUCTIVE? CAN YOU SUGGEST YOUR
OWN APPROACH.
 CHAPTER TWO: PRACTICES & FORMS OF
LEADERSHIP DEVELOPMENT.
MOST PRACTICESAND FORMS ARE – EDUCATION, COUNSELING,
COACHING, MENTORING, ACTION LEARNING, ROLE PLAY AND
SIMULATION, AND E- LEARNING.
2.1: LEADERSHIP DEVELOPMENT THROUGH EDUCATION, TRAINING
AND EXPERIENCE.
• EDUCATION IS A BASE FOR ALL KINDS OF DEVELOPMENT-
ECONOMIC, BUSINESS, OTHER NECESSARY THINGS FOR
ORGANIZATIONS GROWTH.
• INVESTING ON EDUCATION AND TRAINING IS EQUAL TO INVESTING
FOR BETTER GROWTH DEVLOPMENT AND COMPETITIVENESS.
• EDUCATING & TRAINING LEADERS WILL HELP THOSE BY MAKING
THEM EFFECTIVE & EFFICIENT TO LEAD TO THAT GOAL.
• EDUCATION IS A PROCESS OF TRAINING AND
INSTRUCTION GIVING FOR PEOPLE AT
SCHOOLS AND COLLEGES WHICH IS DESIGNED
TO GIVE KNOWLEDGE AND DEVELOP SKILLS TO
ENABLE PEOPLE WORK AND LEAD. IT IS
ACCUMMULATION OF KNOWLEDGE.
• TRAINING IS AN ACTIVITY THAT HELP
EMPLOYEES OVERCOME LIMITATIONS AND
IMPROVE PERFORMANCE IN THEIR JOBS.
• SO, EDUCATION PROGRAMS GENERALLY HAVE A
POSITIVE EFFECT ON LEADERSHIP DEV’T., THAT IS,
FORMAL EDUCATION & TRAINING CAN HELP ONE
TO BECOME A BETTER LEADER. (EXPLAIN THE
STATEMENT)
• LEADERS ALSO LEARN THROUGH EXPERIENCE. AN
EXPERIENCE MADE ON-THE-JOB WHICH
CONTRIBUTES TO LEADERSHIP EFFECTIVENESS.
WITHOUT HAVING EXPERIENCE, KNOWLEDGE
CANNOT BE CONVERTED INTO SKILLS.
• LEADERSHIP DEVELOPMENT IS ENHANCED
WHEN THE EXPERIENCE INVOLVES THREE
DIFFERENT PROCESSES:
1. ACTION
2. OBSERVATION
3. REFLECTION
• THE THREE MUST BE REFLECTED THROUGH
PERCEPTION
• ACTION IS WHAT IS BEING DONE;
OBSERVATION IS IMPACT ON OTHERS;
REFLECTION IS HOW YOU LOOK AT, AND HOW
YOU FEEL ABOUT THE EVENTS AFTERWARDS.
• EXPERIENCE IS NOT JUST A MATTER OF WHAT
EVENTS HAVE HPPENED OR YOU CAME
ACROSS, BUT ALSO DEPENDS UPON HOW
YOU PERCEIVE THOSE EVENTS.
• FOR LEADERSHIP DEVELOPMENT THE MAIN
SOURCES OF EXPERIENCE ARE THE WORK
ASSOCIATES (THE BOSS, PEOPLE WITH
DIFFERENT BACKGROUNDS, PERCEPTION,
HOW AGENDA IS HANDLED AND DECIDED
UPON, DEALING WITH PROBLEMED
SUBORDINATES) AND THE CHARACTERISTIC
OF TASK ITSELF.THESE GIVE POWER TO
LEADERSHIP DEVELOPMENT AND GROWTH.
IN GENERAL---
• LEADERS CAN DEVELOP THROUGH EDUCATION.
EDUCATION HELPS TO WIDEN ONE’S WORLD VIEW, HAVE
SELF CONFIDENCE, FOR HAPPY AND STABLE LIFE, FOR
HIGH PAYING JOB, CONFIDENT AND SELF DEPENDENT, TO
BE RATIONAL AND OBJECTIVE, READ THE SITUATION
WELL TO ACT, etc. IT CAN ALSO POISE HUMILITY AND
MAKE POSITIVE MARKS ON SOCIETY, ORG. AND
COUNTRY.
• BETTER USAGE OF MODERN EDU. TECHNOLOGY & SELF
LEARNING AND READING WILL ENHANCE ONES
KNOWLEDGE AND SKILL TO TRANSFORM.
SELF DEVELOPMENT PLAN FOR LEADERS.

• THE BIBLE SAYS, “IF A PERSON DOES NOT PLAN HE

PERSHIES.”SO EVERY PERSON HAS TO PLAN FOR
GROWTH AND SUCCESS, AND OFCOURSE
ORGANIZATIONS.
• AS LEADERS LEAD SOCIETY, ORG. AND BUSINESSES,
THEY HAVE TO PLAN TO DEVELOP THEMSELVES TO BE
EFFECTIVE AND BRING RESUTS TO ORG. THEY LEAD.
• THERE ARE MANY WAYS TO PLAN TO DEVELOP
ONESELF , AND SOME WAYS ARE COSIDERED AS
FOLLOWS:-
A). DO SELF ASSESSMENT: ONE HAS TO ASSESS
WHAT STRENGTH & WEAKNESSES HE/SHE
HAS AND ACT ON THE ASSESSMENT RESULTS.
THEN ASK– WHAT STRENGTH DO I HAVE THAT
I WOULD LIKE TO CULTIVATE? AND WHAT
WEAKNESSES I HAVE THAT I NEED TO
OVERCOME? IN BOTH CASES YOU HAVE TO
PLAN AND ACT UPON.
B). CREATE A LIFE MISSION:- YOUR LIFE MISSION
STATEMENT(PURPOSE) CAN PROVIDE INSIGHT
ABOUT YOUR MOTIVATION TO LEAD AND GUIDE
YOUR DEV’T EFFORTS IN A DIRECTION CONGRUENT
WITH YOUR LONG TERM-GOALS.
C). MASTER CORE SKILLS:- ALL SKILLS TO RUN AN
ORGANIZATION ARE NECESSARY; BUT ACQUIRING
CORE SKILLS, IS MUST FOR LEADERS TO BE
EEFFECTIVE.
• THE CORE SKILLS ARE PLANNING ,
COMMUNICATION, LEADING MEETINGS AND
WORKFORCE, HANDELING CUSTOMERS,
NETWORKING, DELEGATION, MOTIVATION,
INFLUENCING, MENTORING, AND
COORDINATION, GIVING FEEDBACK.
(DISCUSS HOW TO PUT INTO PRACTICE THE
SKILLS AND WITH WHOM?)
D). IDENTIFYING EXAMPLES:- CHOOSE FAMOUSE & EFFECTIVE
LEADERS TO LEARN FROM AND USE AS A MODEL. MOSTLY
IT IS WITH THOSE YOU WORK WITH, BUT YOU CAN DO
WITH OTHER PROMINENT ONES.
WHAT ONE CAN DO IN THIS RESPECT ARE:-
1. TAKE THE BEST CHARACTERISTICS YOU ADMIRE OF THE
LEADER YOU WORK WITH
2. READ THE BIOGRAPHY OF FAMOUS LEADER AND REFLECT
ON IT
( LIST SOME OF THE TOP LEADERS YOU ADMIRE BEST AND
CAN BE A GOOD MODEL)
E). FIND A MENTOR:- LIST QUESTIONS YOU WOULD
LIKE TO ASK TO LEARN FROM.
F). SEEK CHALLENGING AND VARIED EXPERIENCE:-
WHAT KIND OF JOBS DO YOU HAVE THE LEAST
EXPERIENCE WITH? SO, SELECT GAPS OF
EXPERIENCE AND SEEK OPPORTUNITIES TO GAIN
EXPERIENCE. YOU MUST ALSO READ RELEVANT
LITERATURE TO GAIN MORE FROM THE EMPERICAL
RESEARCHES MADE AND CASE STUDIES DONE.
G). SIGN UP TRAINING:- INVESTIGATE LEADERSHIP
TRAINING OPPORTUNITIES IN YOUR
ORGANIZATION AND OTHER AGENCIES AND
INSTITUTIONS.
H). SEEK FEEDBACK:- DEVELOP A PLAN FOR
FEEDBACK FROM YOUR SUBORDINATES, PEERS
AND OTHERS. ONE SHOULD IDENTIFY WHOM TO
ASK, WHEN TO REALIZE IT, AND LOOK FOR PLACES
TO LEARN AND RECEIVE CONSTRUCTIVE
FEEDBACKS.
2.2. COACHING, COUNSELING & MENTORING.
 ALL ARE USED IN ORGANIZATIONAL BEHAVIOR & DEV’T
LITERATURE PRACTICES
 BUT WE SEE THAT COACHING IS THE MOST WIDELY USED
 IT IS ABOUT USING DAY TO DAY WORK EXPERIENCES AS A
LEARNING OPPORTUNITY VIA THE FACILITATION OF AN
EXPERIENCED COACH
 IT IS A USEFUL WAY OF DEVELOPING PEOPLE’S SKILLS &
ABILITIES AND BOOSTING PERFORMANCE. HELPS TO DEAL
WITH ISSUES & CHALLENGES BEFORE IT BECOMES A MAJOR
PROBLEM.
• INVOLVES ENCOURAGING SELF-REFLECTION TO DEVELOP
PERSONAL POTENTIAL TO MAXIMIZE PERSONAL
PERFORMANCE BY HELPING INDIVIDUALS TO LEARN
FROM EXPERIENCE
• IS PRACTICAL FOCUS AIMING AT ADDRESSING WORK
PLACE CHALLENGES & USED AS A SHORT TERM
INTERVENTION OR LONG-TERM DEV’T
• FOCUSES ON RECENT, CURENT & FUTURE PERFORMANCE
(DISCUSS HOW ORG. LEADERS CAN APLLY COCHING TO
HELP WORKERS.)
• COUNSELING-- SHARES SOME SIMILARITIES
WITH COACHING, BUT IS CLOSER TO
THERAPEUTIC RELATIONSHIPS B/N THERAPIST
& PATIENT. IT IS A WHOLE PERSONAL HELP NOT
ONLY A PROFESSIONAL CAPACITY
• THE PROCESS OF COUNSELING INVOLVES MORE
ABOUT UNDERSTANDING, CHALLENGING &
ENABLING THEM BY PROVIDING FEEDBACK
• COUNSELING IS NOT ONLY ADVISING, BUT IS
ABOUT GETTING PEOPLE TO SEE THINGS
FROM DIFFERENT VIEWPOINTS &
ENCOURAGING THEM TO TAKE ACTION TO
SOLVE THEIR PROBLEMS THEMSELVES
• IT IS PRIMARELY BASED ON THE RESOLUTION
OF PERSONAL PROBLEMS BASED ON
EXPERIENCE
• GOOD WAYS OF DIRECTING TOWARDS THE
ADVANCEMENT & SUPPORT OF THE JUNIOR MEMBER
BY SENIOR MEMBER OF AN ORGANIZATION.
(WHAT DOES COUNSELING PROVIDE TO THE
DEVELOPMENT FOR FUTURE ORG. LEADERS?)
• MENTORING TAKES LONG-TERM VIEW OF CAREER
DEV’T & BUILDING A LIFE’S WORK
• UNDER THE DIRECTION OF THE MENTOR, THE
LEARNER IS GIVEN IMMEDIATE ACCESS TO VALUABLE
INSIGHT & PAST EXPERIENCES
• WITHIN MENTORING RELATIONSHIPS,
IDIVIDUALS ARE LEARNING BY DOING.
INDIVIDUALS ARE ABLE TO PRACTICE WHAT
THEY ARE LEARNING
• IT PROVIDES INDIVIDUALIZED RELATIONSHIPS
• IT PROVIDES DIRECT INFORMATION &
EXPERIENCE FROM A MENTOR WHICH BUILDS
A DEGREE OF CONFIDENCE THROUGH
GUIDANCE, ASSISTANCE & SUPPORT
• SPECIAL TAILORED DEV’T ACTIVITIES THAT ALLOW
MENTEE IS THE ABILITY TO TAKE RISK, DISPLAY SKILLS,
COMPETENCIES AND REINFORCE SELF-CONFIDENCE IN
A TYPE OF CONTROLLED SET OF CIRCUMSTANCS
• MENTORING ACTIVITIEA ARE:- PRESENTING IDEAS
CLEARLY, LISTEN WELL, EMPHASIZE THINGS, SHARE
EXPERIENCE, ACT LIKE A ROLE MODEL, SHARE
CONTACTS, & PROVIDE GUIDANCE.
( CAN YOU SEE SOME SPECIAL DIFFERENCE FORM THE
OTHER TWO.)
 2.3. ACTION LEARNING IN LEADERSHIP
DEVELOPMENT
• LEADERSHIP IS ALL ABOUT ACTION. IT IS ABOUT CREATING
OPPORTUNITIES FOR OTHERS TO INSPIRE THEM. AND YET
SO MANY ORGANIZATIONS SIMPLY EXPECT LEADERS TO
TAKE A TRAINING & EXPECT RESULTS SOON AFTER THAT.
• AS A RESULT, ACTION LEARNING COULD BE PROBLEM
LEARNING BASED AND CAN BE THE MOST EFFECTIVE
LEADERSHIP DEV’T PROGRAM
• IT WAS BY PROFESSOR REGINALD REVANS WHO
ORIGINATED AND LEAD TO THE GROWTH OF ACTION
LEARNING.
• ACTION LEARNING (EXPERIENTIAL
LEARNING) IS A PROCESS WHICH INVOLVES
WORKING ON REAL CHALLENGES, USING THE
KNOWLEDGE & SKILLS OF SMALL GROUP OF
PEOPLE COMBINED WITH SKILLED
QUESTIONS, TO RE- INSPECT OLD AND
PRODUCE FAMILIAR CONCEPTS TO BE USED.
• PRIMARILY IT PROVIDES AN OPPORTUNITY TO:-
A). PRACTICE GENERATING QUESTIONS THAT
LEAD TO INSIGHT, UNDERSTANDING , AND
MOTIVATION.
B). ENGAGE IN SELF-REFLECTION , SELF-
MONITORING, & SELF-DIRECTED EFFORTS TO
LEARN ABOUT ONE-SELF AND ENHANCE
CONTRIBUTION TO THE TEAM & PROBLEM
SOLVING PROCESS.
• THE QUESTIONS USED CAN BE
1. CLOSED QUESTIONS --- WHO AND WHAT?
2. OBJECTIVE QUESTIONS --- HOW MUCH, HOW
MANY?
3. RELATIVE QUESTIONS --- WHERE AND WHEN?
4. OPEN QUESTIONS --- WHY AND HOW?
SO. L = P +Q WHERE L= IS LEADERSHIP, P=IS
PROGRAM AND, Q=IS QUESTION.
• ACTION LEARNING IS FUNDAMENTALLY,
ABOUT TAKING ACTION
• SO EFFECTIVE IN LEADERSHIP DEV’T IS THAT
IT EMPOWERS ACTION IN THE FORM OF
EXPERIMENTATION – “HAVING A GO”, AND
THEN LEARNING THROUGH SUSEQUENT
REFLECTION
• IT IS A DYNAMIC PROCESS THAT INVOLVES A
SMALL GROUP OF PEOPLE SOLVING REAL
ORGANIZATIONAL PROBLEMS , WHILE
FOCUSING ON HOW THEIR LEARNING CAN
BENEFIT INDIVIDUALS, GROUPS, AND THE
LARGER ORGANIZATION. THE LEARNING
COULD BE MORE STRATEGICAL RATHER THAN
TACTICAL IN EQUIPING LEADERS TO MORE
EFFECTIVE RESPONSE TO CHANGES.
• ACTION LEARNING IS AN APPROACH TO
WORKING WITH AND DEVELOPING PEOPLE
THAT USES WORK ON AN ACTUAL PROJECT
OR PROBLEM AS THE WAY TO LEARN. CAN BE
ASSISTED BY A LEARNING COACH OR
SPONSOR. IT CAN DEVELOP CAPABLITIES
THAT ARE NOT ALREADY THERE.
• THE ACTION LEARNING APPROACH
INVOLVES:-
• A REAL PROBLEM THAT IS IMPORTANT,
CRITICAL, & USUALLY COMPLEX
• A DIVERSE PROBLEM-SOLVING TEAM
• A PROCESS THAT PROMOTES CURIOSITY,
INQUIRY, & REFLECTION
• A REQUIREMENT THAT CAN BE CONVERTED
INTO ACTION, & ULTIMATELY A SOLUTION, AND
• A COMMITMENT TO LEARN.
2.4. ROLE PLAY AND SIMULATION.
• ROLE PLAY IS AN ACTIVITY IN WHICH PEOPLE ACT A
SITUATION, USED TO TRAIN TO DEVELOP SKILL.
• IT IS A LEARNING METHOD THAT DEPENDS ON ROLE
PLAYING. IT IS WHERE LEARNERS TAKE ON THE ROLE
PROFILE OF SPECIFIC CHARACTER OR
ORGANIZATION IN A CONTRIVED SETTING.
PLANNED IN ADVANCE.
• SHOWS HOW THINGS SHOULD BE DONE
PROVIDING INFORMATION, SUPPORT, & CHALLEGES
TO SUBORDINATES.
• ROLE PLAY IS DESIGNED PRIMARILY TO BUILD
FIRST A PERSON’S EXPERIENCE IN A SAFE &
SUPPORTIVE ENVIRONMENT
• IT IS WIDELY USED AS A TEACHING
TECHNIQUE IN FACE- TO- FACE SITUATIONS.
• IT HELPS IN GAINING NEW THINKING AND
CONVINCING BEHAVIOR WITH OTHERS
• IT HELPS LEADERS TO MOVE FROM A
CONTROLLED AND COMMAND STYLES
TO A MORE PARTICIPATIVE AND INFLUENCING
STYLE THAT GIVES SUBSTANTIAL SHIFT IN
ATTITUDES & SKILL PATTERNS.
• FROM IT, INDIVIDUALS LEARN THEIR OWN
BEHAVIOR TO SUIT THEMSELVES TO THE
SITUATION.
• SIMULATION IS TO CREATE CERTAIN
CONDITIONS BY MEANS OF A MODEL FOR THE
PURPOSE OF TRAINING.
• IS A MODEL OF HUMAN INTERACTION
ALLOWING THE PLAYERS TO ROLE PLAY IN A
CONSTRUCTED ENVIRONMENT BY:-
A). BY CREATING AN ARTIFICIAL SOCIAL
STRUCTURE OR STIMULATING SOME SOCIAL
STRUCTURE
B). ENFORCING THE SOCIAL STRUCTURE
C). PROVIDING PLAUSIBLE SCENARIOS FOR PLAYERS
TO RESPOND, REACT AND ENROLE TO.
(DISCUSS THE SIMILARITIES & DIFFERENCE B/N
SIMULATION AND ROLPLAY)
• SIMULATION IS A BROADER CONCEPT THAN ROLE
PLAY
• SIMULATION IS LENGTHY & RELATIVELY INFLEXIBLE,
BUT ROLE PLAY IS SIMPLE, BRIEF & FLEXIBLE
• SIMULATION SIMULATES REAL LIFE SITUATIONS,
AND ALSO CREATING CERTAIN CONDITIONS BY
MEANS OF A MODEL; WHILE IN ROLE PLAYING THE
PARTICIPANT IS REPRESENTING AN EXPERIENCING
SOME CHARACTER TYPE KNOWN IN EVERDAY LIFE.
AN ACTIVITY IN WHICH PEOPLE ACT IN A SITUATION
AND EXPERIENCING SOME CHARACTER. EX.
DEVELLPING COMMUNICATION SKILLS.
• SIMULATION ALWAYS INCLUDE AN ELEMENT OF
ROLE PLAY AS LADOUSSE EXPLAINED IT (1987)
2.5. E-LEARNING FOR LEADERSHIP DEVE’T.

• SIGNIFICANTLY, E-LEARNING IS A PART OF A NEW

DYNAMICS THAT CHARACTERISES EDUCATIONAL
SYSTEMS AT THE START OF THE 21ST CENTURY.
• THE CONCEPT OF E-LEARNING IS SUBJECT TO
CHANGE, LIKE CHANGES IN SOCIETY. FOR EXAMPLE,
IN RECENT DECADES THE USE OF INFORMATION &
COMMUNICATION TECHNOLOGIES (ICT) FOR
EDUCATIONAL PURPOSES HAS INCREASED & THE
SPREAD OF NETWORK TECHNOLOGIES HAS CAUSED
E-LEARNING PRACTICES TO EVOLVE
• E-LEARNING IS A LEARNING CONDUCTED VIA
ELECTRONIC MEDIA, TYPICALLY ON THE
INTERNATE.
• IT IS A LEARNING UTILIZING ELECTRONIC
TECHNOLOGIES TO ACCESS EDUCATION
CURRICULA OUTSIDE OF TRADITIONAL
CLASSROOM SITUATIONS. IN MOST CASES, IT
REFERS TO A COURSE, PROGRAM OR DEGREE
DELIVERED COMPLETELY ONLINE.
• SOMETIMES IT IS DELIVERED LIVE, WHERE
YOU CAN ELECTRONICALLY INTERACT IN REAL
TIME AND SITUATIONS, AND IS A LECTURE
THAT HAS BEEN PRE-RECORDED.
• E-LEARNING DEPENDS ON THE SELF-
MOTIVATION OF INDIVIDUALS TO STUDY
EFFECTIVELY
• OTHER TERMS USED ARE INTERNATE BASED,
WEB BASED, DISTANCE EDUCATION,
COMPUTERIZED ELECTRONIC LEARNING, ON
LINE LEARNING, & MANY OTHERS.
• SOME SCHOLARS SAY THAT E-LEARNING IS A
NATURAL EVOLUTION OF DISTANCE
LEARNING.
THE PROBLEM WITH E-LEARNING.
• E-LEARNING OFFERS THE PROMISE OF
BREAKING DOWN MANY OF THE TRADITIONAL
BARRIERS TO EDUCATION, LOCATION, MASS
CUSTOMIZATION, COST & TIMING.
• STUDENTS CAN NOW STUDY ANYWHERE, ANY
TIME, & WITH GREATER FLEXIBILITY AND AT
LOWER COST. THE PROBLEM, HOWEVER, IS
THAT, THE UPTAKE OF SUCH PROGRAMS IS
LOW & ATTRITION RATES ARE HIGH.
• IT SEEMS THAT E-LEARNING CAN BE
SUCCCESSFUL FOR KNOWLEDGE – BASED
TOPICS & FOR PEOPLE WITH A HIGH DEGREE
OF INTEREST IN COMPUTER TECHNOLOGY AS
PERSISTENCE NATURE. MORE SKILLED &
BEHAVOIR – BASED SUBJECTS SUCH AS
LEADERSHIP AND MANAGEMENT FAIRLY LESS
WELL.
• IN SOME CASES STUDENTS ARE SIMPLY
GIVEN ACCESS TO A LARGE BODY OF ONLINE
MATERIALS & THEN LEFT ON THEIR OWN
DEVICES TO COMPLETE THEIR STUDIES. SUCH
LEARNING APPROACH IS ISOLATION AND
DEMOTIVATING, WITHOUT THE INTERACTION
WITH OTHER STUDENTS AND TUTORS. IT IS
JUST LIKE GIVING BOOKS TO READ.
HOW TO SOLVE SUCH PROBLEMS.
1. NEEDS INTERACTIVE ONLINE FACILITIES, SUCH AS
DISCUSSION FORUMS TO PROMOTE A SENSE OF
BELONGING TO A LEARNING CUMMUNITY, RATHER
THAN WORKING IN ISOLATION.
2. ENABLE STUDENTS TO RESPOND TO WEEKLY SET OF
ACTIVITIES UNDER THE GUIDANCE OF A TUTOR, TO
MAKE THE LEARNER CLOSE TO THE CONTEXT
3. ENCOURAGE STUDENTS IN FACE-TO-FACE
WORKSHOPS AND SEMINARS, GROUP
CONSULTANCY ACTIVITY & LEADERSHIP EXCHANGE.
 MAKING FOLLOWERS TO BECOME
LEADERS.
THIS IS TO BRIEFLY SEE AND KNOW THE IMPORTANCE
OF BEING A FOLLOWER BEFORE BECOMING A
LEADER AND A SUPPORT B/N THE TWO.
• WE OBSERVE TODAY THAT THERE IS A SIGNIFICANT
SHIFT IN TECHNOLOGY & WORK AND SOCIAL
CULTURE THAT HAVE CHANGED THE DYNAMIC OF
GIVING FOLLOWERS MORE POWER. SO, THERE IS A
LOT ONE CAN LEARN ABOUT BEING A GOOD
LEADER BY LEADING TO BE A GOOD FOLLOWER.
• GOOD FOLLOWERS SUPPORT THE LEADER WHEN
HE/SHE IS DOING THE RIGHT THING, & STAND UP
TO THE LEADER – HAVING THE COURAGE TO LET
THE LEADER KNOW WHERE HE/SHE IS DOING
WRONG OR HEAD IN THE WRONG DIRECTION
• LEADERS RARELY USE THEIR POWER WISELY OR
EFFECTIVELY OVER A LONG PERIOD UNLESS ARE
SUPPORTED BY FOLLOWERS WHO HAVE THE
STATURE TO HELP THEM DO SO, (IRA CHALEFF,
2003)
• TO HELP FOLLOWER TO BECOME LEADERS MUCH
PARTENERSHIP AND EMPOWERMENT IS NEEDED.
FOLLOWERS MUST SPEAK OUT WHAT THEY FEEL
AND THINK RIGHT, AND SUCH AN ENVIRONMENT
SHOULD BE CREATED BY LEADERS.
• LEADERS MUST MOVE FROM COMMAND &
CONTROL STYLES TO DEMOCRATIC & COACH-LIKE.
SHARED AND SERVANT LEADERSHIP STYLES
SHOULD BE EXERCISED.
• IRA CHALEFF SUGGESTS A RELATIONSHIP WHERE THE
LEADER & FOLLOWER HAVE EQUAL POWER BUT
DIFFERENT ROLES THAT ORBIT ARROUND SUPPORT &
FULFILMENT OF THE ORGANIZATION’S PURPOSE.
WHEN BOTH THE LEADER & FOLLOWER ARE FOCUSED
ON THE COMMON PURPOSE A NEW RELATIONSHIP B/N
THEM ARISES. THIS NEW RELATIONSHIP IS
RESPECTFUL,SUPPORTIVE, & CHALLENGING. IT IS A
RELATIONSHIP THAT HONORS OPEN COMMUNICATION,
HONESTY & TRUST FROM BOTH PARTIES.
• THREE THINGS ARE NEEDED TO FULLY ASSUME
RESPONSIBILITY AS FOLLOWER, (CHALEFF)
1. UNDERSTAND OUR POWER & HOW TO USE THEM
2. APPRECIATE THE VALUE OF THE LEADER & THE
CONTRIBUTION HE/SHE MAKES TO FOREWARD
THE ORGANIZATION’S MISSION
3. WORK TOWARDS THE PITFALLS OF POWER BY
HELPING THE LEADER TO REMAIN ON TRACK FOR
LONG-TERM COMMON GOAL.
 WAYS OF BEING GOOD FOLLOWERS TO BE
GOOD LEADERS
• AWARENESS:- AS LEADERS YOU NEED TO BE
AWARE OF WHAT IT MAKES TO BRING ALONG
THOSE YOU LEAD. BEING A FOLLOWER
TEACHES TO BE AWARE OF THE NEEDS OF
OTHERS AS WELL AS THEIR POTENTIAL AND
UNDERST AND WHAT MOTIVATES THEM
• DIPLOMACY:- IN A RAEL WORK SITUATION YOU
DISAGREE WITH CO-WORKERS & OTHERS
WHICH YOU DO NOT FIGHT ALL. SO, GOOD
FOLLOWERS LEARN HOW TO GET ALONG WITH
THOSE WHO HAVE DIFFERENCES WHILE NOT
IGNORING THOSE DIFFERENCES. THAT IS AN
IMPORTANT LEADERSHIP TRAITS TOO, BECAUSE
A LEADER CAN’T AFFORD TO BE OBLIVIOUS TO
THE ATTITUDES OF THOSE AROUND HIM/HER.
• COURAGE:- GOOD FOLLOWERS MUST HAVE
COURAGE, GUTS, & STRENGTH OF CONVICTION
THAT ARE ESSENTIAL TO GOOD LEADERSHIP.
YOU NEED TO BE ENGAGED, PAY ATTENTION,
SPEAK UP WHEN SOMETHING IS WRONG.
• COLLABORATION:- IN MANY WAYS, FOLLOWERS
CAN “MAKE OR BREAK” THE LEADER
INFLUENCING IF & HOW GOALS ARE
ACCOMPLISHED. IN MOST BUSINES SECTORS
 FOLLOWERS ARE THE ONES WHO ARE DOING THE
CREATIVE WORK ALTHOUGH LEADER MAY GET
MOST OF THE CREDIT. LEADERS WHO HAVE BEEN
GOOD FOLLOWERS UNDERSTAND HOW TO WORK
WITH PEOPLE TO BRING OUT THE BEST IN THEM.
• CRITICAL THINKING:- IN ORDER TO BE A GOOD
FOLLOWER, YOU HAVE TO THINK FOR YOURSELF.
MANY OF THE BEST QUALITIES WE ADMIRE IN
LEADERS MUST BE WITH FOLLOWERS.
CHARACTERISTICS OF GOOD FOLLOWERS.

IT IS RARE THAT ANY OF US WILL STEP INTO ANY TYPE

OF LEADERSHIP POSITION, FORMAL OR INFORMAL
WITHOUT DEMONSTRATING THAT WE CAN BE & ARE
GOOD FOLLOWERS.
• PERSONALITY:- FOLLOWERS MUST HAVE THE ABILITY
OF WORKING WITH OTHER PEOPLE IN A TEAM IS A
USEFUL SKILL. A SINCER LINKING & RESPECT FOR
OTHER PEOPLE IS A WONDERFUL ASSET. BEING WELL
LINKED WILL CERTAINLY HELP IN WORKING IN A
TEAM OR ANY OTHER SOCIAL SITUATION.
• OTHER CHARACTERISTICS ARE:-
- COMMUNICATION SKILLS
- COOPERATIVE /TEAM PLAYER
- DEDICATED/LOYAL
- PATIENT/PERSISTENT
- PERCEPTIVE
- HONESTY/TRUSTWORTHY
 REFLECTION EXERCISE.
1. WHAT ARE THE ADVATAGES AND
DISADVANTAGES OF E-LEARNING?
2. ARE ORGANIZATIONS AND GOVERNMENT
AGENCIES MAKING THEIR FOLLOWERS TO BE
LEADERS? IF YES HOW? AND NO, WHY?
3. WHAT IS THE IMPORTANCE OF DELEGATION?
HOW DO YOUR ORGANIZATIONAL LEADERS
EXERCISE IT?
 CHAPTER THREE:- LEADERSHIP AND
TRANSFORMATION.
3.1. THE CONCEPT OF TRANSFORMATION.
• RESERCH ON LEADERSHIP & ORGANIZATIONS
POINT OUT THAT ORGANIZATIONS ARE
OPERATING IN AN INCREASINGLY COMPLEX
ENVIRONMENT. THIS HAS LED ORG. TO
UNDERGO A PROFOUND TRANSFORMATION,
SO THAT THEY CAN CONTINUE TO SURVIVE
AND STAY IN THE MARKET.
WHY?
• BECAUSE TRANSFORMATION IS PERCEIVED
TO BE CRITICAL DRIVE OF ORGANIZATIONAL
SUCCESS & FACTOR FOR CREATING
ORGANIZATIONAL COMPETITIVE
ADVANTAGE.
MEANING OF TRANSFORMATION.
• THE TERM HAS MANY DIFFERENT
CONNOTATIONS & IS USED TO REFER TO A
RANGE OF CHANGE EFFORTS THAT MEETS
VARIOUS ENDS & ACHIVED THROUGH
VARIOUS MEANS.
• TRANSFORMATION IS A SPECIFIC KIND OF
CHANGE –THAT IS, CHANGE THAT ARE MORE
RADICAL & OF LARGER MAGNITUDE.
• TRANSFORMATION FREQUENTLY REQUIRES A
QUALITATIVE DIFFERENT SETS OF ORG.
HABITS, IN TERMS OF STRATEGY, LEADERSHIP,
& CULTURE.
• THE QUALITATIVE CHANGE IN TURN BRINGS
ABOUT CHANGES TO EXISTING
ORGANIZATIONAL SYSTEMS, STRUCTURE,
MANAGEMENT PRACTICES, ORGANIZATIONAL
CLIMATE, etc.
 TRANSFORMATION IS TO CHANGE THE CHARCTER OR
APPEARANCE OF SOMETHING TO A DIFFERENT
LEVEL.
 IS AN ACT, PROCESS OR INSTANCE OF
TRANSFORMING OR BEING TRANSFORMED.
 IN AN ORGANIZATIONAL CONTEXT, IS A PROCESS OF
PROFOUND & RADICAL CHANGE THAT ORIENTS AN
ORGANIZATION IN A NEW DIRECTION & TAKES IT TO
AN ENTIRELY DIFFERENT LEVEL OF EFFECTIVENESS.
 IS A PROCES STRATEGY
• TRANSFORMATION, UNLIKE THE “TURN
AROUND” (WHICH IMPLIES INCREMENTAL
PROGRESS ON THE SAME PLANE) IS A BASIC
CHANGE OF CHARACTER & LITTLE OR NO
RESEMBLANCE WITH THE PAST
CONFIGRATION OR STRUCTURE.
EXAMPLE CAN BE URBAN TRANSFORMATION,
NEW ROAD CONSTRUCTION, OFFICE &
RESIDENTIAL BUILDING, NEW PARTS, etc.
• OTHER EXAMPLES COULD BE
- STRUCTURAL TRANSFORMATION
- INSTITUTIONAL TRANSFORMATION
- DOCTRINE TRANSFORMATION
SOMETIMES BUSINESS WILL MAKE
TRANSFORMATION WHEN THEY WANT TO
CHANGE THEIR IMAGE OR INTRODUCE A
BRAND NEW PRODUCT LINE.
• TRANSFORMATION IS WHAT HAPPENS WHEN
PEOPLE SEE THE WORLD THROUGH A NEW LENS OF
KNOWLEDGE AND ARE ABLE TO CREATE AN
INFRASTRUCTURE, NEVER BEFORE ENVISIONED, TO
THE FUTURE.
• WE UNDERSTAND THAT A THEORY IS THE
FOUNDATION FOR THE FUTURE. SO, ATHEORY OF
TRANSFORMATION MEANS THERE WILL BE A
PROFOUND CHANGE IN STRUCTURE THAT CREATES
SOMETHING NEW.
• TRANSFORMATION OCCURS THROUGH A
SYSTEM OF PROFOUND KNOWLEDGE
PROVIDES THE METHOD FOR
TRANSFORMATION. IT OCCURS THROUGH A
SYSTEM OF CONTINUAL QUESTIONING,
CHALLENGING, EXPLORATION, DISCOVERY,
EVALUATION, TESTING, AND CREATION OF AN
ORGANIZATION’S MANAGEMENT THEORY
AND APPLICATION.
• SYSTEM OF PROFOUND KNOELEDGE ARE:-
- SYSTEM THINKING
- UNDERSTANDING VARIATION
- THEORY OF KNOWLEDGE
- THOERY OF PSYCHOLOGY
IT WAS Dr. W. EDWARD DEMING WHO
OFFERED THE SYSTEM OF PROFOUND
KNOWLEDGE AS OUR NEW LENS.
THEY ARE INTER-RELATED AND TOGETHER
PRODUCE SYSTEM OF OPTIMIZATION
 ALSO DEMING SAID “DRIVE OUT FEAR”. FEAR
MUST BE IDENTIFIED, AKNOWLEDGED,
DISCUSSED AND REDUCED SO THAT PEOPLE
CAN HAVE COURAGE TO TRANSFORM
THEMSELVES AND THEIR ORGANIZATIONS.
ANYHOW TRANSFORMATION IS COMPLEX---

• TRANSFORMATION IS COMPLEX , NON-LINEAR, FULL

OF UNCERTAINITY AND OPEN-ENDED.
(ANALYS AND EXPLAIN THE ABOVE STATEMENT.)
• BUT LEWIN THINK OF TRANSFORMATION (CHANGE)
AS SIMPLE & LINEAR PROCESS. HE SHOWED THE
STEPS AS UNFREEZING, CHANGING, & REFREEZING.
(DISCUSS THEM.)
• THE COMPLEXITY SUGGESTS AN ON GOING JOURNEY
REQUIRING ADAPTATION TO CHANGING
CIRCUMSTANCES.
3.2. HOW DO LEADERS TRANSFORM SOCIETY
& ORGANIZATIONS.
• WE ARE ENTERING A DYNAMIC FUTURE THAT WILL
FORM ITS OWN STRUCTURE. THERE ARE NO
MODELS TO USE, ONLY PRINCIPLES TO POINT US IN
THE RIGHT DIRECTION. THERE ARE FEW
EXPERIENCES THAT HELP US TO KNOW HOW TO
LEAD IN THE CONSTANTLY CHANGING,
INTERCONNECTED, & INCREASINGLY COMPLEX
SOCIETY. THERE IS A GROWING REALIZATION THAT
THE WORLD IS MOVING THROUGH A PERIOD OF
PROFOUND TRANSITION.
• PETER DRUCKER SAID, “ EVERY FEW
HUNDRED YEARS IN THE WESTERN HISTORY
THERE OCCURS A SHARP TRANSFORMATION.
WITHIN A FEW SHORT DECADES, SOCIETY –
ITS WORLD VIEW, ITS BASIC VALUES, ITS
SOCIAL AND POLITICAL STRUCTURES, ITS
ARTS, ITS KEY INSTITUTIONS REARRANGE
ITSELF AND WE ARE CURRENTLY LIVING
THROUGH SUCH A TIME.
• SO, WHAT IS EXPECTED OF LEADERS AT
PRESENT IS TO ADAPT TO THE CHANGES AND
BRING TRANSFORMATION PARTICULARLY
THOSE LEADING ORGANIZATIONS IN THE 3 RD
WORLD?
• WE SEE THAT LEADERS ARE ILL PREPARED FOR
THINKING ABOUT TRANSFORMATION. SOME
STILL REVERT TO TRADITIONAL IDEAS AND
EXISTING TOOLS TO FIX PROBLEMS.
• SOMETIMES OUT OF FEAR THEY REJECT ANYTHING
NEW AND WISH TO RETURN TO SIMPLER TIME.
• THE REALITY IS, TRANSFORMATION OCCURS WHEN
LEADERS CREATE A VISION FOR TRANSFORMATION
& A SYSTEM TO CONTINUALLY QUESTION AND
CHALLENGE, BELIEFS, ASSUMPTION, PATTERNS,
HABIT AND PARADIGM WITH AN AIM OF
CONTINUALLY DEVELOPING AND APPLYING
MANAGEMENT THEORY, THROUGH THE LENS OF
THE SYSTEM OF PROFOUND KNOWLEDGE.
• TRANSFORMATION HAPPENS WHEN PEOPLE
MANAGING A SYSTEM FOCUS ON CREATING A
NEW FUTURE THAT HAS NEVER EXISTED
BEFORE, AND BASED ON CONTINUAL
LEARNING AND A NEW MINDSET, TAKE
DIFFERENT ACTIONS THAN THEY WOULD
HAVE TAKEN IN THE PAST.
• A LEADER IS THE MOST IMPORTANT LEVER OF
TRANSFORMATION.
• LEADERS MUST LEAD A TRANSFORMATION
JOURNEY IN A DIRECTION THAT HAS A
VISION WHICH SHOULD BE TRUSTED &
SUPPORTED.
• FOR THE VISION OF TRANSFORMATION, THE
SPECIFIC SYSTEMS AND PROCESSES EMERGE
AND ARE CREATED THROUGH CONTINUOUS
LEARNING AND TAKING NEW ACTIONS,
ACTIONS NEVER BEFORE TAKEN.
• AS TRANSFORMATION IS PROCESS STRATEGY,
LEADERS MUST DO THE FOLLOWING TO REALIZE
IT:-
A). AWAKENING:- TRANSFORMATION BEGINS WITH
THE AWAKENING BY INDIVIDUALS WITHIN THE
ORGANIZATION. IT IS A WAY TO DEVELOP
THINKING ABOUT HOW TO THINK, MANAGE AND
LEAD. THE AWAKENING IS THE PROVOCATION FOR
THE TRANSFORMATION. AWAKENING CREATES
ANEW MIND-SET TO SEE THE WORLD ANEW.
B). INTENTION:- INFACT INDIVIDUALS NEED TO
HAVE INTENTION TO ACCEPT
TRANSFORMATION, AND LEADERS MUST
MOTIVATE TO CREATE INTEREST. THIS IS
BECAUSE TRANSFORMATION OCCURS WITH
INTENTION. INTENTION PROVIDES CONSTANCY
OF PURPOSE. INTENTION WILL HELP TO TAKE
CONSCIOUS CHOOSING OF A COURSE OF
ACTION. THAT IS THINK BEYOND SELF-INTEREST.
• LEADERSHIP IN THE CONCEPT OF TRANSITION
LEADS US TO THE QUESTION --- WHAT WILL BE THE
ATTRIBUTES OF LEADERSHIP IN THE 21ST CENTURY
AND WILL THERE BE STANDARD WAY TO LEAD AT
ALL TIMES ?
• SO, THE CONCEPT OF LEADERSHIP IN THE 21ST
CENTURY IN RELATION TO TRANSFORMATION
NEED TO BE CONSISTENT WITH THE TYPE OF
SOCIETY THAT IS EMERGING AND THE DEMANDS
OF THE TIME.
• LEADERSHIP FOR TRANSFORMATION MUST
HELP/DIRECT THE SOCIETY (ORGANIZATION), THAT
IS, EVOLVING FROM A STRUCTURE OF HIERARCHIES
AND MUST ANSWER CONSTANTLY CHANGING,
CONNECTED, NETWORKED, INTERACTIVE.
• SUCH LEADERS ARE TRANSFORMATIONAL, & THEY
MUST HELP PEOPLE THINK DIFFERENTLY, BE OPEN
TO NEW IDEAS, TEST NEW INNOVATIVE CONCEPTS,
LINK DIVERSE PEOPLE IN COLLABORATION, &
CONSIDER ISSUES WITHIN THE FUTURE CONTEXT.
• LEADERS CAN BRING TRANSFORMATION
THROUGH BUILDING CAPACITY.
• IT NEEDS STRATEGIC PLANNIG TO CONNECT
DIVERSE PEOPLE AND IDEAS AND
INNOVATION.
• THESE CAN BE DONE THROUGH THE
FOLLOWINGS:-
1. DESIGN PARALLEL PROCESSES
2. LOOK FOR VALUE IN OTHER GAPS AND DO
3. THINK SYSTEMATICALLY
4. MAKE MULTIPLE CONNECTIONS
IN ADDITION TO THESE, THE FOLLOWINGS ARE
THE KEY CRITERIA FOR SUCCESSFUL
TRANSFORMATION BY LEADERS:-
A). DEFINE WHAT HAS TO BE DONE, WHY IT WILL
BE DONE, WHAT THE BENEFITS OF CHANGE ARE,
& WHAT THE DANGER OF NOT CHANGING ARE.
B). CREATE A SENSE OF URGENCY AND THEN
MAINTAIN IT FOR LONG
C). PUT GOOD GOVERNANCE AND MANAGEMENT
IN PLACE, AND FORM A GUIDING POWERFUL
COALITION FOR SUCCESS
D). ENGAGE KEY STAKHOLDERS
E). COMMUNICATE THE VISSION AND KEY
MESSAGES
F). REMOVE OBSTACLES TO TRANSFORMATION
SUCCESS, ESPECIALLY DURING
IMPLEMENTATION
G). ENABLE REAL TRANSFORMATION BY
CULTIVATING NEW ORGANIZATIONAL CULTURE
AND INDIVIDUAL BEHAVIORS
H). RE-ALIGN OPERATIONS AND
ORGANIZATION TO ENABLE THE NEW VISION
AND SUPPORT THE TRANSFORMATION
I). UPGRADE EXECUTIVES’ AND LEADERS’ SKILLS
IN CHANGE LEADERSHIP
J). BUILD TRUST
 LEADERSHIP IN THE CONTEXT OF
TRANSITION.
ONE CAN ASK THE FOLLOWING QUESTION FOT LEADERSHIP IN THE
CONTEXT OF TRANSITION.
1.WHAT CONCEPT OF LEADERSHIP IS APPROPRIATE IN A CONTEXT
THAT IS CHANGING IN KIND AS WELL AS SCOPE?
2.DOES EXPERIENCE ALWAYS HELP OR AT TIMES AN OBSTACLE ?
3.ARE NEW PRINCIPLES OF LEADERSHIP APPLIED THE SAME IN BOTH
PUBLIC AND PRIVATE SECTORS?
4.WHAT WILL BE THE ATTRIBUTE OF LEADERSHIP IN THE 21 ST
CENTURY, & WILL THERE BE A STANDARD WAY TO LEAD AT ALL
TIMES, MIRRORING THE CONCEPT OF L,F, THAT EMERGED IN THE
INDUSTRIAL AGE?
(ATTEMPT ALL THE QUESTIONS)
 SO, EFFECTIVE TRANSFORMATION
LEADERSHIP LOOK LIKE?
• TRANSFORMATION REQUIRES LEADERSHIP THAT IS
DEDICATED & ACCOUNTABLE EXCUTIVE AT THE TOP,
WHO CAN HELP SHAPE THE VISION & GUIDE THE
STRATEGY. BEING A LEADER ALONE CANNOT HELP; BUT
BEING EFFECTIVE WHO CAN SPELL THE DIFFERENCE
B/N SUCCESS & FAILURE IN A TRANSFORMATION
EFFORT. SO, WE NEED TO HAVE THE RIGHT LEADERSHIP
WHO CAN AVOID COMMON MISTAKES THAT CAN
DERAIL TRANSFORMATION EFFORTS.
• THEN WHAT TO LOOK FOR? SEE BELOW.
• A LEADER THAT HAS DEEP KNOWLEDGE OF THE
ORGANIZATION.
• A LEADER THAT PURSUES AND HAVE A SOLID
RELATIONSHIP ACROSS THE ORGANIZATION.
• A LEADER THAT HAS A PROVEN HISTORY OF
GETTING THINGS DONE.
• A LEADER WHO HAS A TRACK RECORD OF
DECISIVENESS.
• A LEADER WHO HAS RELEVANT EXPERIENCES.
3.3. THE GOAL OF TRANSFORMATION.
• TRANSFORMATION ENCOMPASSES BUSINESS
PROCESSES, REGULATIONS, THE WORK FORCE,
TECHNOLOGY, EXTERNAL STAKEHOLDERS, etc.
• ANYHOW, WHAT TO TRANSFORM & HOW TO
TRANSFORM IS THE BIG QUESTION.
• IT REQURES FOCUSING ON THE RIGHT
TRANSFORMATION TARGETS, AND NEED MOTIVATED
TRANSFORMATION STRATEGY.
• IT NEEDS CAPABILITIES THAT CAN ADDRESS WORK
REQUIRED ACHIEVEMENTS.
• SOCIETIES & ORGANIZATIONS NEED TO
TRANSFORM IN MANY AREAS IF THEY WANT TO
GROW AND SURIVE.
• THEY HAVE TO ADJUST AND CREATE THE
ENVIRONMENT THAT HELPS THEM TO
TRANSFORM, THAT IS, PREPARING FOR A
DIFFERENT FUTURE.
• IT REQUIRES GOOD BEHAVIORS,AND ATTITUDES
CONSISTENT TO THE DEMANDS OF CHANGE
• TRANSFORMATIONAL GOAL SHOLD BE
HOLISTIC. FOR HOLISTIC TRANSFROMATIONAL
DEVELOPMENT WE NEED:-
1. WE NEED POEOPL TO RESTORE TO A FULL
EXPRESSION OF THEIR HUMANESS, THAT IS
MATERIALLY, PHYSICALLY, SOCIALLY, MENTALLY,
SPIRITUALLY AND EMOTIONALLY.
2. PROMOTING TRUSTING RELATIONSHIPS B/N
PEOPLE
3. HAVE VISION AND SHARE IT – VISIONARY &
SERVANT LEADERS MUST GUIDE PEOPLE TO
HAVE NECESSARY RESOURCES, SKILLS &
KNOWLEDGE TO FURTHER THEIR GOALS AND
BE MORE EFFECTIVE.
4. IMPROVE EXISTING INSTITUTIONS & THEIR
SYSTEMS OR CREATE NEW INSTITUTIONS
WHICH WILL HELP THEM TO EFFECTIVELY
CHALLENGE ALTERNATIVES
MEASURES OF HOLISTIC TRANSFORMATION

• INCREASE ACCOUNTABILITY TO RELEVANT EDUCATION

• IMPROVE ENVIRONMENTAL & COMMUNITY HEALTH
• EXPAND OPPORTUNITIES TO ACHIEVE ECONOMIC
SUFFICIENCY
• INCREASE CIVIC PARTICIPATION FOR THE COMMON GOOD
• INCREASE RELATIONSHIPS, COLLABORATION & TRUST
• PRESENCE OF POLITICAL, ECONOMIC & LEGAL SYSTEMS
THAT WORK FOR ALL
• PRESENCE OF CHANGE PROCESSES THAT CAN HAVE VALUE
AND SUSTAINABILITY.
MORE ORGANIZATIONAL TRANSFORMATION
PROCESS ARE:-
A). MANAGING THE FUTURE IN A TURBULENT
ENVIRONMENT – ECONOMIC CHANGES,
GLOBALIZATION , STIFF COMPETION, ETC
HAVE BROUGHT TURBULENT ENVIRONMENT.
SO, LEADERS MUST INVOLVE PEOPLE IN
PLANNIG, DECISION MAKING & BE PART OF
THE PROCESS OF MANAGING IT.
B). IMPROVING PRODUCTIVITY & QUALITY
C). BUILDING AN INCLUSIVE ORGANIZATION ---
THIS CAN BE DONE BY TAKING POSITIVE
ACTION TO BRING EVERYBODY INTO EVERY
ASPECT OF THE WORK OF THE
ORGANIZATION
QUESTION.
WHAT OTHER WAYS DO YOU THING THE GOAL
OF TRANSFORMATION BE?
 WHY DO SOMETIMES TRANSFORMATION
FAILS?
• WHEN THERE IS LACK OF LEADERSHIP WITH
VISION, COURAGE, KNOWLEDGE AND
EXPERIENCES
• IT DEMANDS ENERGY, COMMITMENT,
LEARNING & EFFORT FOR A SIGNIFICANT
CHANGE
• NOT GUIDED PROPERLY
• LACK OF PROPER FOLLOW UP, EVALUATION
USING PERFORMANCE INDICATORS.
 REFLECTION EXERCISE.
1. DEFINE THE TERM TRANSFORMATION.
2. WHAT ROLES SHOULD LEADERS PLAY TO BRING
TRANSFORMATION?
3. WHAY DO SOMETIMES TRANSFORMATION FAILS?
4. WHAT IS THE ROLE OF STARTEGIC PLANNING IN
BRINGING ORGANIZATIONAL AND SOCIETAL
TRANSFORMATION?
YOU ARE REQUIRED TO READ AND UNDERSTAND
THE 2ND TRANSFORMATIONAL PLAN OF ETHIOPIA.