Chapter 15 leadership research findings practice and skills 7th edition

Chapter Fifteen
Leadership Development
& Succession
LEADERSHIP
Andrew J. DuBrin, 7th Edition


Learning Objectives
• Explain how leaders develop through self-awareness and selfdiscipline.
• Explain how leaders develop through education, experience,
and mentoring.
• Summarize the nature of leadership development programs.
• Describe the nature of leadership succession.


Leadership Development
• Unless top-level management assigns a high priority to
developing leaders and succession planning, the
company will experience a steady attrition in talent.
• Leadership talent can be developed – remember that
leaders are both born AND made.
• Leadership development is often perceived in terms of
education and training, job experience, and coaching.


Leadership Development Through
Self-Awareness & Self-Discipline

• Self-Awareness – Insightfully processing
feedback about oneself to improve one’s
effectiveness.

• Self-Discipline – Mobilizing one’s effort
and energy to stay focused on attaining an
important goal.


Development Through Education,
Experience, & Mentoring
• Education
• Experience
• Challenging Experiences
• Broad Experiences
• Pivotal Life Experiences

• Mentoring
• Formal
• Informal
• Shadowing


Leadership Development
Programs
• Feedback-Intensive Programs
• Skill-Based Programs
• Conceptual Knowledge and Awareness
Programs
• Personal Growth Programs
• Socialization Programs
• Action Learning Programs
• Coaching and Psychotherapy

Leadership Succession
• Orderly process of identifying and grooming
people to replace managers.
• Succession planning is linked to leadership
development in two ways:
• Being groomed as a successor is part of
leadership development
• Process of choosing and fostering a successor
is part of a manager’s own development


Emotional Aspects of
Leadership Succession
• Should not be regarded as a detached, objective
management process.
• In family firms, leadership succession is a highly emotional
process.
• Turnover and productivity can be impacted
• Emotional reactions can occur throughout the organization


Developing a Pool of
Successors
• Evaluate the extent of an organization’s pending leadership
shortage
• Identify needed executive competencies
• Identify high-potential individuals for possible inclusion in
the pool

• Establish an individually tailored developmental program for
each potential candidate
• Select and place people into senior jobs based on their
performance, experience, and potential
• Continuously monitor the program and give it top
management support


Growing Inside-Outside
Leaders
• Should a company promote an insider or an
outsider to a top position?
• Insiders know the company, culture, and people
within the firm.
• Promoting insiders demonstrates opportunities for
advancement to other workers.
• Political ties and unclear thinking can hinder an
insider’s potential.
• Best solution is to groom insiders with an outsider
perspective.


Challenges of Being a New
Leader
• Time Management
• Overcoming Resentment
• Building Relationships Quickly Enough
• Being Realistic About the Process
• Becoming Comfortable with Unpopularity

Summary
• Leadership and management development are widely practiced in many
firms.
• Leadership development may include self-development or an
organizationally-supported leadership development program.
• Education, leadership experience, and mentoring are all contributors to
leadership development.
• Organizationally-supported leadership development programs vary widely.
• Leadership succession is linked to leadership development.
• Succession can have emotional outcomes.
• Research shows insiders with outside perspective make good leadership
candidates.
• First-time leaders must face inevitable challenges in their role.