How Can Leadership Development Programs Be Measured?
This leadership article attempts to provide you with all of the information you will need to better understand leadership. Thus, be sure to thoroughly read everything.
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| How Can Leadership Development Programs Be Measured |
Leadership matters
Any individual can have an impact on others’ behavior at any time. The effect type and goal define leadership’s impact, direction, and result. Leadership is essential for organizations because it provides direction, momentum, and a strategy for long-term success. How can we know that leadership exists? How do we build leadership? How can leadership be measured? This article aims to investigate these questions.
How do we identify leadership or know if it exists?
Leadership is characterized mostly by its traits and outcomes. However, formal leadership development almost always focuses only on traits with the intention of producing outcomes. Unfortunately, leadership is seldom evaluated beyond an intuitive or anecdotal approach.
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For example, someone in a leadership position is considered “successful.” We want to reproduce the leader’s achievement; therefore, we strive to emulate his or her qualities, abilities, beliefs, competences, actions, and behaviors. We encourage and strive to mimic these traits in others, yet we seldom achieve the same outcomes. Corporate America is replete with “competency-based” leadership development programs, sometimes known as the “injection molding” technique. Competency-based leadership development undoubtedly has an impact on corporate culture, but not necessarily in the manner that is expected. Leaders who “measure up” to the appropriate capabilities may not necessarily get the expected outcomes.
Finally, creating outcomes is why we study leadership, why we strive to develop leaders, and why we need leaders. As a result, it stands to reason that leadership has been evaluated primarily based on the outcomes generated, regardless of how those outcomes were obtained. Richard Nixon and Kenneth Lay are prime examples of the disadvantages of such one-dimensional assessments.
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The leader’s responsibility is to create the circumstances (culture, environment) that allow others to take appropriate action to accomplish the intended goals. “Desired results” are best defined by the team or organization’s vision, purpose, values, and objectives. As a result, the best way to assess leadership is to look at how successfully followers execute the vision, purpose, and objectives while “living out” their desired values. This brings us to a new premise: leadership should be assessed by the outcomes achieved and how they are delivered, as is often said. However, there is a crucial third element: who produces the outcomes. If the leader achieves the intended goals, it should be attributed solely to his activity, with no contribution from other people’s conduct.
There is an evident relationship between communication and leadership: the primary purpose of both communication and leadership is to elicit some kind of behavioral reaction or action. Leaders communicate by speaking, listening, reading, writing, and taking action. Leaders generate outcomes, and as previous writers have observed, “Leaders get results through people.” Leadership is defined as follower conduct rather than leader behavior. This may lead one to conclude, incorrectly, that there is little difference between leadership and compulsion. Coercion, or establishing an atmosphere in which fear or rewards are used as motivating techniques, may be effective initially but is seldom lasting. Performance deteriorates, friction arises, or employees quit.
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Finally, the brand of leadership we seek in modern life is best defined, developed, and measured in terms of whether desired results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader’s vision, mission, and goals. Leadership is dependent on the success of its followers. Leadership development must be linked to the anticipated outcomes of those being led, rather than the capability sets of those leading. Followers’ everyday attitudes and practices provide evidence of good leadership. Finally, followers may judge leadership by their ability to achieve discretionary objectives.
All of this was written with enthusiasm, which led to the timely completion of this leadership essay. Allow this desire to burn for some time.
Summary:
Leadership is essential for organizations because it provides direction, momentum, and a strategy for long-term success. How can we know that leadership exists? How do we build leadership? How can leadership be measured? This article aims to investigate these questions.
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