OBSERVATIONS OF LEADERSHIP DEVELOPMENT SINCE 1999
Our experiences over the last 18 years have allowed us to redefine for ourselves the nature of leadership development and how individuals should be developed. We have reached the following
OBSERVATIONS OF LEADERSHIP DEVELOPMENT SINCE 1999
Our experiences over the last 18 years have allowed us to redefine for ourselves the nature of leadership development and how individuals should be developed. We have reached the following conclusions but keep in mind, they are only our experiences and observations. They are not in any order of importance.
1. Leaders are over-assessed and under-developed.
2. Many leadership training programs focus on an exchange of information (training) versus the teaching of wisdom (development). Information focuses on effect. Knowledge focuses on cause.
3. The lack of an effective leadership curriculum forces organizations to focus on what has been done before, even if it did not create the desired outcomes. (i.e. MBTI).
4. One size fits all is the most common approach to leadership development.
5. Traditional (military-like) leadership produces short-term outcomes, quick decision-making and problem-solving because the decision-making processes are controlled by a small number of individuals. This “concrete-sequential” approach emphasizes policy over people, rules and regulations and loyalty. It sees productivity in terms of profit versus people. It undervalues imagination and creativity. These leaders keep not only others, but the public in the dark. Money, power, status and control are dominant issues for these leaders.
6. Progressive (team-oriented) leadership is more open-minded and tries to bring issues to the