Leadership and Leadership Development - Assignment Example

Discuss the keys to effectively managing leadership development at each of the following levels: a first-line supervisor, a middle manager, a senior manager, and the President/CEO. The ability of an individual or an organization to influence workers working at different levels in a way that enables them to deliver the desired results is the aim of managing leadership development. Leaders working at different levels have to adopt different working techniques to influence their workers to achieve a collective aim. This is due to the fact that every level of work poses its unique challenges and the leader has to act in accordance to the requirement of circumstances to fulfill the desired goals. The duty of first-line supervisor is to get a pre-defined amount of work done by using the workforce that is available to him. He is also responsible to oversee the working and conduct of his workers (Herzberg, 2008). Keeping in view this description, it is logical to assert that a first-line supervisor deserves to be trained to allow him supervise effectively during his job hours. He should be motivated by informing him about the possibility of his growth and by evaluating his performance and rewarding him if he performs better. Leader of this level can opt for an autocratic leadership style since it is important that his orders be obeyed to ensure smooth productivity of the firm. At middle manager level, the nature of responsibility changes and such a manager has to coordinate between the works of different working groups within the organization. He has to perform the additional responsibility of reporting and for this reason such a leader should possess certain important skills that are essential for future planning, management of conflicts and in some cases financial management too. Performance management and team building are also important considerations for a person working at this managerial level. It therefore appears suitable that middle managers be trained for a participative leadership style to assist them in their job and to benefit the organization. At senior management level, there is a need to possess a more specific set of skills. These may include organizational planning, strategic leadership, cultural planning and also strategic planning. These skills are important since leaders at this stage are required to manage daily operations while developing and monitoring strategic plans. Hence leadership at this level can be developed by teaching them the art of strategic and organizational planning, cultural management and strategic leadership. They should be taught to practice being kind to their juniors while following ethical principles strictly. The role of CEO or President is related to developing long-term vision among his subordinates. He has to act to allow smooth transition between different stages of ‘change’ which is a frequent phenomenon in organizations. He has to plan to ensure smooth transition from one stage of growth to the next (Wallin, 2007). Overall, he should possess transition management skills that are essential to allow his fellow workers to move from one stage of growth to the other. Hence, a leader at this stage should be educated regarding ‘transition management skills’ since he has to lead the whole team during frequent transitions that take place within the organization. Compare and contrast strategic leadership and operational leadership, explaining which type of leadership is essential for the long-range survival and growth of an entrepreneurial organization and why. Strategic leaders should possess the ability to create corporate culture while exerting their influence on cost control and performing leadership roles in leadership assignments at the local or global level (Rush, 2012). They should possess the knowledge relating to the development of long-term plans based on an understanding derived from their customers’ demands while keeping in mind the competitive scenario that prevails in their immediate or distant environments. Operational leaders on the other hand should be well aware of the people, policies, financial aspects and the prevailing business model of their organization. They should possess the ability to think in an abstract manner to solve the problems related to impending changes, while building strategic partnerships with people that are external to the organization (Spanyi, 2010). An entrepreneurial organization focuses on producing economic value and social value by making use of innovation and opportunities that arise from time to time in the prevailing market. Strategic leadership style takes into consideration the long-term prospects of the working of an organization. Development of plans that align the organization with the upcoming and unexpected challenges of future is essential to sustain the existence and profitability of organizations. For this reason, it seems logical to assert that strategic leadership style will suit more to an organization that is inclined towards gaining profits through exploiting opportunities and innovations. The long-term plans of entrepreneurial organizations have to be developed in advance to make it possible for them to earn profits that others fail to reap due to unpreparedness. Discuss the most common style of leadership used by effective leaders of larger companies (Stage III and beyond) and explain why this style of leadership is used. Although different styles of leaderships are used by different leaders in various organizations, perhaps the most common used leadership styles of leaders leading larger companies appear to be participative or consultative leadership styles. Organizations that are involved in high-tech service or manufacturing are more inclined to adopt a participative leadership style, whereas a consultative style of leadership is regarded as being more optimum for low-tech firms. A consensus or team approach is regarded as the solution for many larger organizations and this is the approach adopted by the most effective leaders of such organizations (Flamholtz & Randle, 2007). Although the leader reserves the right to implement their own decision based on the input that is derived after consultation with the experts or his team members; the leaders are yet inclined to allow the team members provide their input where decisions are required. Also, in rare cases, the leaders may opt to reject the suggestions of their team members and prefer implementation of their own orders. The reason for this is the fact that leaders of high-tech organizations are well aware of the importance of their workers who are often highly skilled in specific jobs. Hence their opinion in decision making is essential, since the leader my not be aware of the technical aspects of the issues that arise during work. Moreover, since a participative leadership style allows the workers to express their concerns and suggestions related to organizational issues, they feel themselves to be an important part of the organization, which in turn translates into increased productivity and satisfaction. References Flamholtz, E., & Randle, Y. (2007). Growing pains: Transitioning from an entrepreneurship to a professionally managed firm. San Francisco: Jossey-Bass. Herzberg, F. (2008). One more time: How do you motivate employees?. Boston, Mass: Harvard Business Press. Rush, S. (2012). On strategic leadership. Greensboro, NC: Center for Creative Leadership. Spanyi, A. (2010). Operational leadership. New York, N.Y: Business Expert Press. Wallin, D. L. (2007). The CEO contract: A guide for presidents and boards. Washington, DC: Community College Press, American Association of Community Colleges. Read More