Management development, however, in most cases is an expensive affair. It therefore warrants careful consideration of what organisations trust to accomplish once they spend money on management development. If the idea of departure is to simply help persons exceed as highly competent people, then the criteria for a development programme would be different from one where in fact the purpose is to develop people in order to achieve more with and through the others – put simply correct leadership and teamwork.
Occasions change and so do the perceptions and objectives of Leadership Development. When we lived in old times when development meant territorial dominance and difficult, hand-fought victories on the battlefield, we would be looking for strong, bold and imposing men with some power to out-think the enemy. If we existed in the professional age we’d be trying to find superior clinical minds.
As the entire world turned more ordered, specialised and hierarchically structured in governments, institutions, business and numerous others types of organisations; specialized or practical ability and political astuteness (skilful in techniques and energy play) permitted many to go up to the utmost effective and thus be acknowledged as leaders. In this scenario, leadership is usually resolved through command and get a handle on congratulated by concomitant tactics of intimidation and manipulation. Regrettably, you will find far too many instances with this kind of management and organisations may be caught in this previous mindset.
Wherever command and control however delivers benefits, the folks have resigned themselves to the idea that they’re fundamentally both tougher or weaker instruments of energy – sometimes they paint themselves feeble for a lifetime, in others they think they are untouchable and consequently often damage their personal relationships. They fear or respect power for the benefit of power. Where these towards the top accept the culture — and why could they maybe not if they certainly were successful in and beneficiaries of it — they’ll more likely than not, consciously or instinctively, further entrench that lifestyle through the options they make on training and development. It does not bode well money for hard times in some sort of where perfect learning, mobility and responsiveness are such essential factors for success.
The cost for organisations, and more especially, when the management are badly aligned with societal improvements is immeasurably high. Today’s knowledge employee commits themselves once they experience the flexibility to be innovative and enterprising. In a command and get a grip on atmosphere they feel inhibited and irritated; the result being untapped potential. Moreover, people in such an atmosphere often withhold important information which eventually comes at a cost to the organisation.
Yet another cost factor is that employees that are not intrinsically determined but willing to submissively and passively’stay out’their professions for the sake of a income cheque, are in these times difficult and high priced to have rid of. The longer we have order and get a handle on conditions (as it’s experienced by the common worker, because it’s rarely known by the leadership), the more disengaged people may become. Modern organisations, understand what is needed of a modern-day head, and are rapidly dragging away from their counterparts who keep on to apply the archaic command and get a handle on tactics.
Who do we regard as good leaders? Who’s climbing the hierarchy to higher positions of power and energy? Who gets the benefit of the doubt in regards to stuffing leadership roles? Is it not those with a solid understanding base as reflected inside their academic credentials and different certificates? Can it be perhaps not individuals with technical know-how and management knowledge? And could it be not those who have shown the capability to use their positional energy to get fast benefits? We think they are the three standards many individuals have in mind if they consider prospects for management positions.