Organizations excel because their people are first led by leaders with clear visions who then managed to bring out the best in each person. Leadership and management go hand-in-hand but they require different skills to perform well.
While very small organizations often don’t have the time, the resources, or the need for a codified leadership development plan; as an organization grows, the importance of grooming new leaders grows right along with it. So, too, does the importance of creating a real leadership development strategy.
Unfortunately, training is sometimes seen only as a way of pulling people up from below, with the assumption that, once people reach a certain level of self-sufficiency, they’ll take over the learning process themselves. But, it’s a mistake to think that training ends when someone crosses over into the realm of management. on the contrary, managers want and need more training to help them achieve even more. That’s where leadership and management development comes in.
Strategic group leadership development is absolutely vital in any company, regardless of industry, because it teaches the managerial team how to look, think and act like a team. For a business to run smoothly, it’s essential that the managerial team be able to operate like a well-oiled wheel, cognizant of each other’s challenges and goals and able to work together to achieve success.
Over the last 25 years there has been considerable theoretical and empirical work conducted on organizational performance. This work has sought to better understand the antecedents, processes, and emergent states that facilitate effective organizational outcome.
While there is much to be learned from the vast array of organizational theories encompassed within paradigms which have evolved over a significant period of time, there is a constant need for performance within the perspective of current experiences and changing conditions. An emerging area within this work is the role attributed to leadership in facilitating organizational performance enhancement.
The twenty-first century is characterized by globalization and technology creating more open and immediate access to information and quick communication. There is more emphasis on results and innovation, and the rights of individuals and groups. The twenty-first century is seeing the emergence of a paradigm of leadership that is less focused on the single leader, less about command and control and more about building networks, collaborating, acting responsibly through a shared leadership process, and enabling leadership to emerge at any level in an organization. The new leader today is expected to support the organization’s pursuit of 6 critical success factors for performance: synergy, focus and alignment, results orientation, engagement, innovation and competence.
Riding on the New Paradigms
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