Leadership
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TABLE OF CONTENTS
1. Introduction…………………………………………………………………….3
2. Self Development………………………………………………………………..4
3. Mentorship………………………………………………………………………..7
4. Leadership…………………………………………….………………………….8
5. Succession Planning……………………………………………..…….………9
6. Conclusion……………………………………………………………………….10
7. Bibliography……………………………………………………………………..11
8. Declaration Clause……………………………………………………..………12
Introduction
According the Hay Group studies specific leadership capabilities are retiring faster than they’re currently being replaced and the talent and leadership shortage I believe are also going to affect our organization. It will become a strategic and a competitive advantage for our organization to hire, develop and retain talent within the organization and then to promote Leadership from within the organization, rather than from the outside. In light of these findings this document serves the purpose of informing you how the GIBS course added value to my development as a Leader and I believe will still add value in the future.
Leadership complements management and does not replace it, balancing each other. Both is valued in organizations and also needs to be made part of the management team of our organization. Abraham Zaleznik (1977) delineated the differences between leadership and management as follows;
Leadership
Management
Inspiring visionaries, concerned about substance
Planners, concerned with process
Innovative, develop
Administer, maintain
People focused
System and task focused
Do the right things
Do things right
Inspire trust
Rely on control
Ask what and why
Ash how and when
Long-term perspective
Short-term perspective
Involves power by influence
Involves power by position
Self Development
To enhance leadership in our organization we need to start with ourselves. We have to start taking responsibility for our actions or lack of it. Once you start to take responsibility and stop blaming everything and everyone else, you begin to gain response ability. Failure to fully understand this powerful concept may stop you from fully realizing your full potential. Self-development is taking personal responsibility for one’s own learning and development through a process of assessment, reflection, and taking action. An exploration and self-awareness – the ability to “lead” ones own self prior to leading other selves similarly.
It is starting with personal mastery and what Bennis wrote, “To become a leader, you must become yourself, become the maker of your own live. Until you truly know yourself, strengths and weaknesses, know what you want to do and why you want to do it, you cannot succeed”.
It is starting with a self-assessment of who you really are by using the assessment model by Sue Knight;
Having a good understanding what my values and strengths are. As per writing from Peter Drucker, �Managing oneself’, you do need to know and concentrate on your strengths to know where you belong and not to waste effort on areas of low competence. Not to try to change yourself as you’re unlikely to succeed. With your value’s and beliefs aligned to co-exist with that of the organization. Knowing from where you are coming, how our thoughts and emotions