Effectiveness of Leadership and Management Development - Essay Example

HRM - Individual Report Table of Contents Introduction 3 2. Definitions, Objective and Purpose of LMD 3 3. Effectiveness of LMD and Link to Performance 5 4. LMD as a Strategic Process 6 5. Talent Management and Its Link to Management Development Cycle 8 6. Performance Measurement and Assessment 10 7. Training and Development Activities as a Part of LMD 12 8. Summary and Conclusion 13 References 15 1. Introduction Organisations in the present business world have depicted their high concern with regards to the performance levels of the employees, which are often identified while enhancing their efficiencies to cope with the leader’s expected results (Cameron & Green, 2008). It is in this context that the effective leadership approach and managing capability of the leaders can encourage the workforce to perform better than the existing efforts made by the employees. It helps to generate the empowerment skills or influence new ideas in the workplace, taking into concern the qualities of each individual along with the existing form of working process within the organisation. However, the practice of the effective leadership process also involves the intervention of the learning method by the leader along with the evaluation of the organisational development (Collins, 2002). Likewise, Leadership and Management Development (LMD) have been witnessed as widely practiced by contemporary organisations to stimulate operational efficiency through enhanced use of the human resources. Hereby, the report tends to develop a critical understanding about the fundamental concept of LMD along with the objectives and purposes within an organisation. Moreover, the report also details the strategic process of LMD and explores its relationship with organisational performance from a critical perspective. 2. Definitions, Objective and Purpose of LMD The concept of LMD can be simply elaborated as a planned and integrated approach, which enables managers and leaders of a particular organisation to increase their operational controlling and management efficiencies. In relation to the rapidly developing business environment, the definition of LMD can be termed as an effective learning approach for the leaders and/or managers to develop their competency level in response to the changing opportunities and trends in the respective business industry (CIPD, 2010). The primary objective of LMD may consist of numerous practices that not only improves controlling and managing capabilities of the organisation, but also helps managers and leaders to strengthen their decision-making processes. The objectives of LMD can be observed to characterise few major aspects that can enable leaders and managers to improve their performances within an organisation (CIPD, 2010). Cropping or fertilising knowledge and managerial capabilities of the leaders is further ascertained as one of the major objectives of LMD. Moreover, enabling leaders to gain adequate managing capability of the organisational inheritance can also be considered as a major objective of LMD. In this regard, the approach is observed to help managers and leaders to make effective movements of the job positions and enable employees to increase their productivity skills in response to the overall aims and objectives of the organisation. Additionally, LMD also ensures development of effective compensation strategies and practices of the managers and leaders that further help them to motivate employees towards their stipulated operational goals (CIPD, 2010, Centre for Learning and Development, 2009). Building a ceremonial environment of organisational process is also considered as one of the key objectives of LMD. The aspect helps managers and leaders to re-engineer performance of the employees and preserve continuous success in achieving the overall business goals and objectives (CIPD, 2010, Centre for Learning and Development, 2009). In relation to the purpose of LMD, the approach can be effectively implemented for the successful accomplishment of different aims of the organisation. The basic purpose of LMD has been observed to gain the functional performance of the managers along with other individual staff members within a particular organisation (Bolden, 2005). Moreover, the political reinforcement regarding the competency level of the top-level managers can also be considered as a major purpose of the LMD approach. Additionally, compensation and developing psychic defence of the leaders while dealing with the operational employees can also be regarded as a few major purpose of LMD (Gold & et. al., 2010). 3. Effectiveness of LMD and Link to Performance With reference to the recent business phenomenon, the effective use of LMD has been observed to gain major interests within contemporary organisations depicting its effectiveness not only to improve business efficiency, but also to build storing and sustainable position in the competitive markets. Literatures have been widely recognised to outline numerous effectiveness of LMD that are likely to provide major support to the organisations to develop their operational and managerial functions (Bolder, 2007). Few of the major factors relating to the effectiveness of the approach have been briefly stated in the following section. In relation to the modern business phenomenon, it is essential for an organisation to assess the leadership and management capability of the managers and leaders in order to comply with the current and future business strategic objectives. It is worth mentioning in this context that effective implementation of LMD approach can permit organisations to assess the inherent capability of the leaders critically in terms of their efficiencies in managing and controlling functions in different levels of the organisation. The approach helps to assess the capability of the leaders in terms of planning and effective implementation of different strategic measures that are likely to improve the overall functions of the organisation (Cameron & Green, 2012). Identifying skills and gaps relating to the existing leadership and management abilities of the managers and leaders can also be considered as a major set of practices promoted by LMD. The critical valuation of the inherent skills and competencies can empower the management and leadership capabilities of the leaders that can further help the organisations to improve process functions along with performance of each individual (Greenlief, 2002). The implementation of effective LMD in this context shall help the managers and leaders to consider adequate measures and practices when addressing the existing gaps associated with their leadership and management skills. The practice can further enable the leaders or the managers to gain adequate support to improve their decision making process and increase the performance efficiency of the organisation for the successful achievement of its desired business goals (Blatchford & Manni, 2007). In this context, the effectiveness derived from the implementation of effective LMD has major influence on both the leaders and managers to re-energise their managerial and leadership skills. The process is also effective for the leaders to develop their unique set of talents and capabilities that further assists in formulating exceptional business practices. This again helps to improve the performance of the organisational process along with the operational skills of the staff members as well (Ferres, 2011). 4. LMD as a Strategic Process As discussed above, LMD imposes major influence on developing leadership and management skills of productive employees within the given organisational context. To be specific, the implementation of an effective approach of LMD helps to empower the management capabilities and leadership skills that are likely to build a strong and sustainable position of the organisation. Owing to these characteristics, the approach is often regarded as an integrated strategic approach playing a crucial role for the leaders and managers to reinforce their skills and competencies and therefore, to improve the innate capabilities of the workforce contributing in the organisational process to achieve its desired goals and objectives (Department for Business Innovation and Skill, 2012). Developing knowledge along with skills required is argued to enhance effectiveness of organisational and individual performances, which was also identified as one of the major strategic objectives of LMD approach in the previous section. The approach also aims to foster an effective learning culture. Not only does it helps managers to improve business efficiency, but also tends to ensure adequate ethical values with regard to each function of the organisation. The strategic approach to LMD also promotes accountability associated with activities performed by each individual and consistency regarding the management decisions and practices of the managers and leaders (Dess & et. al., 2007). In this context, it can be stated that a well-built strategic approach ensures a better alignment of decisional and operational processes with the postulated goals of the organisation, which further helps the leaders to improve the skills and competencies of each individual staff member. The strategic process also tends to incorporate the LMD policies that further help the leaders and managers to maintain the highest value of organisational performance. In this regard, the strategic process of LMD also helps leaders to avoid potential risks and uncertainties likely to occur in the organisational process and help it to achieve the ultimate objective of the organisation (Morris & et. al., 2007). In addition, the strategic model of LMD also ensures to incorporate three major types of leadership approaches for different levels in the organisation including corporate level, operational level and line management level. In the context of corporate level, the strategic process involves vertical and horizontal alignments of LMD strategies and aims at improving the decision making process of the top-level management executives (Reitz & Carr, 2007). The process also ensures to provide an in-depth understanding regarding the existing competitive nature of the business environment and formulate different key LMD mission and objectives for the leaders and managers (Belfast Health and Social Care Trust, 2012). 5. Talent Management and Its Link to Management Development Cycle In order to implement an effective strategic process of LMD, managing talents from different organisational levels is essential for the leaders and managers. An effective talent management process comprises numbers of steps that are likely to empower the operational and managerial functions of the organisation and help it to achieve competitive advantages in any respective business industry (Wellins & et. al., 2009). The strategic approach associated with talent management also incorporates few major characteristics such as assessment, communication, accountability, skill and alignment. Hence, it can be argued in this context that as a key strategic LMD process, the aspects associated with talent management have major impacts on management development cycle (Groves, 2007). The framework of management development cycle consists of five major factors including need assessment, objective setting, program designing, implementing, evaluating and follow-up stages. Through need assessment, the strategic process of LMD helps managers to identify the actual area of business in which organisational talents can be effectively implemented. In this process, the leaders are likely to provide adequate training and development programs to each individual in order to identify talents within the organisational process. The second stage of the management development cycle correspondingly refers to the process of setting relevant and appropriate platform for managing talents. In this stage, the strategic process of LMD also provides a major support to the leaders in terms of setting individual objectives and demonstrating their innate managerial leadership capability that can increase the business efficiency of the organisation to a substantial extent (Lockwood, 2006). In the similar context, designing and implementing programs regarding talent management activities can also be considered as a major stage in effective LMD, which can also enable the leaders to clearly understand the managerial and leadership skills of the individuals. Accordingly, the strategic process of LMD also ensures identifying the risk management capability of each individual, which can further help to manage talents within the organisation. In addition, the last stage of the management development cycle indicates evaluation and follow-up of each individual talent within the organisation. In this process, it is essential for the managers and the leaders of the organisation to make effective alignment of talent management policies designed with the overall goals of the organisation. In this context, the strategic approach would help the managers and leaders to critically understand and identify the most productive individuals with exceptional and high level of potentials (Wellins & et. al., 2009; Lockwood, 2006). 6. Performance Measurement and Assessment In order to justify the roles and significance of LMD as a strategic approach, it is also essential to measure the performance of the initiative that can enable reviewing the innate skill and capability of the mangers towards the development of the organisations more accurately and efficiently (Fairholm, 2009). In this context, the following use of a generic competency framework would enable the assessment of the overall organisational performance and LMD while developing skills of the leaders and managers. This particular linkage can be better understood with the application of a competency framework, i.e. the Boyatzis’ Competence Clusters characterised with five major dimensions of Goal and Action Cluster, Leadership Cluster, Human Resource Cluster, Directing Subordinate Cluster and Focus on Other Cluster. Goal and Action Cluster: The goal and action cluster defines the orientation of efficiency along with proactivity as the two dimensions of LMD approach while it is implemented to develop the leadership and management capabilities of the leaders. According to the role and significance of the LMD approach, it has been identified that the approach helps to re-energise the leaders’ capability by applying effective tools and techniques (Boyatzis & et. al., 2000). Leadership Cluster: The leadership cluster significantly represents the level of self-confidence that can help the managers to identify their various leadership traits and competencies. In this process, the implementation of leadership cluster also comprises the skill of managers in using oral presentation along with their logical thoughts and conceptualisation that can also help to identify the decision making skills of the leaders to effectively structure business operations in response to the organisational strategy (Boyatzis, 2008). Human Resource Cluster: The human resource cluster in the Boyatzi’s competency framework emphasises the use of socialised power by the leaders along with their positive regard towards the various situations. This particular cluster is therefore observed to help the managers and organisational leaders to strengthen the strategic direction of the organisation. Additionally managing a group of individuals can also be considered as a major role for the HRM department in enabling each individual to improve their performance and achieve the overall goal of the organisation (Boyatzis, 2008; Boyatzis & et. al., 2000). Directing Subordinate Cluster: The directing subordinate cluster also enables managers and leaders to identify and rationalise key performance areas and formulate an effective way to meet the strategic framework of the organisation. In this process, the leaders are likely to focus on developing others emphasising a unilateral leadership skill. The practice of unilateral leadership skills further enables leaders and managers to discover effective policies and practices in response to the increase in efficiency of the organisations’ strategies (Boyatzis, 2008; Boyatzis & et. al., 2000). Focus on Other Cluster: As similar to the key clusters associated with HRM functions, it is also essential for the managers and leaders to keep adequate focus on the other dimensions. In this context, an effective process of self-control along with perceptual objectivity also tends to provide adequate support to the managers with the motive to maintain compliance with the effective strategic direction of the organisation. In addition to the other dimensions, the managers should also need to focus on their physical and psychological stamina to perform their responsibilities in line with the organisational strategies (Boyatzis, 2008; Boyatzis & et. al., 2000). 7. Training and Development Activities as a Part of LMD Drawing inferences from the various characteristics of LMD discussed above, Training and Development (T&D) can also be considered as one of the most essential and integrated parts of LMD that have major influence on the organisations to formulate effective strategic direction. An effective practice of T&D generally enables the leaders to reinforce their managerial and leadership skills and practices in response to the predetermined business goals of the organisation (Fairholm, 2009). In relation to the modern practice of LMD, the leaders and managers are highly inclined with the process of learning new mechanism of controlling and directing functions in order to attain the strategic objectives of the organisation. It can be mentioned in this context that by implementing the LMD approach, the leaders or managers can effectively use the internally and externally derived competencies to develop their hard and soft skills. In the context of hard skill development process, effective practice of LMD approach can substantially improve the technical knowledge and Information & technology (IT) skills of the managers to perform their responsible activities in alignment with the strategic directions. The continuous Learning and Development (L&D) of soft skills amid the employees is also an effective part of formal programmes in the LMD approach. In this process, the L&D programmes are likely to improve the interpersonal skills including communication style, relationship building along with teamwork abilities that can ensure driving the leaders towards achieving the strategic objectives of the organisation (Fairholm, 2009). Additionally, T&D programs relating to the cross-cultural factors can also be identified as an essential programme of LMD, which ensures strengthening the leadership skills of the managers while the company operates across national boundaries. The cross-cultural awareness as included in T&D enables leaders to avert challenges associated with disrupted relationship with the employees from overseas locations that might lead to the emergence of various types of risks to the organisational strategic direction (Wellins & et. al., 2009; Lockwood, 2006). 8. Summary and Conclusion With regard to the roles and competencies of LMD, it has been widely observed that the approach tends to involve effective set of frameworks and elements that are likely to empower the management and leadership skills of the leaders. The frameworks and practices associated with the LMD approach undoubtedly empower the managerial knowledge and help the leaders to strengthen their leadership traits and characteristics to increase business efficiency of an organisation. The methods and techniques used in the approach further develop the competency level of the leaders to build effective strategic directions that are required by an organisation to achieve its desired business goals. With reference to the overall study concerning different strategic tools and techniques, it has been identified that the frequent implementation of LMD ensures to help leaders and managers to build effective management and leadership strategy to meet the desired goals of the organisations. According to an in-depth understanding of the module, LMD approach attempts to empower the innate capability and performance of the managers while performing their different management and leadership roles. The discussion also provides the effectiveness of the LMD approach that helps leaders to perform effective talent management programme, which is a major aspect for an organisation to gain advantage in a particular competitive market. As was observed, the process associated with organisational talent management programme helps leaders to increase their skills and competency levels for continuous strategic development of the business functions. It further helps the managers or the leaders to align the strategic direction of the organisation with its goals and objectives. Furthermore, the continuous measurement regarding the managerial and leadership capabilities is an effective practice driven by the LMD approach that enables leaders to align their individual skills and competencies with the strategic direction of the organisation. The process therefore, improves the organisation to make continuous development of its business process and gain adequate opportunity in the competitive market. Furthermore, the practice of T&D in the LMD process also helps leaders to formulate their unique skills and develop leadership practices to improve the strategic direction of the organisation overall. In this context, it can be clearly recognised that LMD approach have major influence on the organisation to develop leaders and managers. 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