Leadership Learning Essay

755 words - 4 pages

Leadership learning and development
Kets de Vriers and Korotov, 2010 explains that if organisations do not have proper controlled leadership development processes in position, those organisations will be at a disadvantage. In other words it is assumed that if organisations take leadership development seriously, they will surpass competition. The world has significantly changed, they further explain, as a result, it is irrelevant to have one single leader (the "Great man" trait theories) however by the capacity to spur, work together and oversee systems. The Great man theory assumed that personal attributes of the great man determined the course of history (Denmark, 1993, p.344) In other words, he was believed to have unique and exceptional features and qualities that distinguished him from his followers (Bass, 1990). Under the Great man theory as further elaborated by Kets de Vriers and Korotov, 2010, leadership is born, not made and priviledged to that exalted personality who has the rare skill to direct and lead a group. However the changing environment of workers and the remarkable growth in organisational complexity has necessitated a more collaborative outlook organisational leadership (Covey, 1991; Kets der Vries, 2006). Furthermore, the greater dependency on technologies and the rise of distributed work arrangements have placed new demands on how leaders interact with their people. More distributed view of leadership is in the rise, thus shifting the focus from the traditional single leader to an intricate and complex web of leaders who possess a range of abilities and experiences necessary to ensure that the leadership function is carried out to the benefit of the wider organisation. Kets de Vriers and Korotov further elaborate that the best approach to developing leaders is through various forms of self assessment, action learning and apprenticeship activities. In addition to the attributes characterised by the 'Great Men', another prevalent theme in leadership, is the distinction between task vs. relationship-driven leadership (McGregor, 1960; Blake and Mouton, 1964). Of course one of the criteria for effective leadership is the completion of vital tasks and objectives. But if leaders do not spend time creating relationships and bonds among followers, they will not be able to mobilise their followers to complete tasks successfully. Therefore in an organisation, there should be a balance between...

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