LEADERSHIP DEVELOPMENT AS A STRATEGIC INITIATIVE TOWARDS DEVELOPMENT OF PEOPLE AND ORGANISATION *C. Jayakumar **Dr.

FatimaVasanth Abstract: LEADERSHIP Development is one of the key factors in todays turbulent economic environment to remain ahead of the competition. The need for leadership development arises due to various critical factors such as growing aspirations of the organization to meet the targets set by the Strategic Plan, in terms of Order Booking, Sales, PBIT, and the manpower. A systematic approach can lead to the desired results. Key words :leadership development; individual development plans: competency

Introduction In todays context there is a tremendous need for high end competencies, change in the skill sets required for effective execution of projects. The operating canvas of the organization has changed in terms of the requirement of Project Management Capabilities, with jobs of very high value and complexities. The timelines have become much shorter and the expectations of the customer are very high and in terms of International standards. Due to globalization, the competition is against global players and in order to sustain and grow as per the strategic plan, the organization are moving across boundaries in terms of new geographies, new domains constantly setting higher benchmarks. Maiden efforts and high end technologies are essential to remain afloat in the turbulent times. These efforts require high end leadership capabilities. The organizations today are left with two options, one is leveraging the internal capabilities or get into the war of talent in the competitive market. The dearth of talent in the market and the effort required to identify, select and getting them on board has become highly challenging. The option left out is to leverage the internal capabilities by developing internal talent through a structural approach. Organizations are today working towards bringing a culture of leadership development within the organization.

*Deputy General Manager (HR Management & New HR Initiatives) Larsen & Toubro Limited Buildings & Factories Independent Company, Research Scholar, Madras School of Social Work, Chennai ** Research Guide , Principal Cum Secretary, Madras School of Social Work, Chennai-8

The objective of the Leadership Development Programme is to develop a pipeline of executives within the organization to move to the top management position. It aims to ensure a smooth transition and succession planning for key positions in the organization in order to achieve their strategic plan. The Leadership Development Programme also focuses in developing a strategically focused leader with cross functional orientation along with the required global competencies to lead and manage the business in the competitive global environment. It also ensures the culture and values of the organization gets imbued within the participants. It focuses on building width and depth. General Electric is pioneer in Leadership Development initiatives in their organizations. GEs approach to leadership development aimed not only to train managers, but to align individual and team practice with company strategy and to reward good performance" (Groysberg & Snook, 2007)

LEADERSHIP DEVELOPMENT PROCESS The Leadership Development Model of the organization becomes the base for the initiative. The leadership model should be aligned with the organizations strategy for developing the competencies required for the potential leaders to move up to the leadership positions.Though leadership is described as a common thread for sustainability across the industries, the leadership models differ significantly from one company to another. The set of leadership competencies that a company identifies for itself depends upon the business philosophy, core values, critical business needs or challenges.(www.alagse.com / leadership) The design of a Leadership model can be effectively done by identifying the key business process and the competencies required for the same. Competency work has become the leading logic for diagnosing, framing and improving leadership in general and human resource management in particular. (Ulrich & Wayne , 2005)The competencies can be arrived by conducting behavioral event interview of top performers and identifying their behavior indicators which determines the success or required performance in the particular position. The behavior indicators are grouped into core focus areas based on the leadership archetypes in the organization. Behavioral indicators in each focus area are detailed in the form of statements. The behavioral indicators are the key for identifying the gaps in the competencies to be developed among the participants. The focus area of the Leadership Model plays a major role in development of the participants based on their leadership archetypes.

The Process The process of leadership development can be broadly classified into following areas:1. Selection of participants
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2. Pre-assessment 3. Development of Individual Development Plan 4. Identifying Live Project 5. Structural inputs 6. Structured Coaching 7. Joint Discussions 8. Periodic review 9. Post assessment

1. Selection of participants

The identification of the participants to be developed for leadership positions needs to be done in very systematic manner. The focus is on those participants who have exhibited consistent performance and also have the potential to be groomed for leadership positions.The Performance and Potential Grid, or Matrix, (Figure 1) (Charan, Drotter , & James, 2007) is a well-known and useful model which hasbeen used for the past Figure 1: Nine-box Performance Potential Grid twenty-five years by HR professionals and line managers to help determine individuals organizational contribution. This is a useful tool for gaining snapshots of leadership layer. (Charan, Drotter , & James, 2007)

2. Pre-assessment: At this stage the main focus is on the gaps in the competencies identified

based on 270 Degree or a 360 degree feedback. The behavior indicators can be utilized for designing the feedback questionnaire. In addition various psychometric tested inventories such as Belbin Inventory and MBTI are used to get a reflection of self, during the preassessment process in addition to the qualitative inputs from HR based on past track record. It is imperative that the feedbacks based on the above instruments are given by a qualified Behavioural expert to the participants. Confidentiality of the process has to be maintained as the information is sensitive.
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3. Development of Individual Development Plan (IDP) : Everyone has his own specific

vocation or mission in life Therein he cannot be replaced, nor can his life be repeated. Thus, everyones task is as unique as is his specific opportunity to implement it. (Covey, 1989). The feedback from the 270 / 360 degree feedback and the psychological instruments helps the participants to identify their individual development plan. Involvement is the key to implementing change and increasing commitment. We tend to be more interested in our own ideas then in those of others. If we are not involved, we will likely resist change. (Covey, 1992)The Behavioral Expert along with the immediate superior facilitates the participants in finalizing their Individual Development Plan. The Behavioral Experts with prior experience in Coaching and Mentoring will add more value to the entire process.

The Behavioural experts have to work on one to one basis alongwith the participants, not only for developing Individual Development Plan but also have monthly interaction with the participant along with their Immediate Superior and hand hold the participant through the leadership journey. In order to make the process effective and considering the cost and operational reasons the number of Behavioral Expert to be hired for a batch of participants can be decided. Preferably 1 : 4 (ie one behavioural expert guiding 4 participants) can be a workable solution.

4. Identifying Live Project : A Live project assignment wherein the participants are in

position to implement and experiment their learning from the leadership development programme under the guidance of Behavioral Expert and the Immediate Superior. The live project aids to enhance and internalize the learning of the participants.Action Learning is a tool for both changing behaviour and shifting values. (Charan, Drotter , & James, 2007) Action Learning creates a parallel world environment that accelerates the acquisition of new skills and values. (Charan, Drotter , & James, 2007)The selection of live Project is the key to the success of the internalizing the learning in the programme. The live project should preferably be within the scope of the existing assignments of the participants, which has the buying in of the business leaders in the organization. The Project should focus on the business outcomes and at the same time assess the participants sharpening and learning in the competencies identified by him / her through Individual Development Plan. By placing managers in challenging situations to their business, they grow as leaders because the experience affects them on cognitive as well as emotional levels. (Charan, Drotter , & James, 2007)

Once the Individual Development Plan and Project is finalized getting the buying in by the business leaders is very much essential for the driving the initiative. It can be organized
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through a structured presentation by the participant to the leadership teams in presence of Behavioral Expert and Immediate Superior. The inputs from the leadership team can be used to fine tune the Individual Development Plan &defined project outcomes along with milestones/timelines.

5. Structured Inputs : During the entire process of leadership development various structural

inputs are provided to the participants in terms of learning forums, pre-defined coaching session, Peer learning sessions, Workshops and reading materials. The learning forum focuses on different themes based on the organizational requirements. Stephen R. Covey (1992) talks about four levels of principle centered leadership. Personal, Interpersonal, Managerial and Organizational. In line with Coveys principle centered leadership the inputs can focus on the following broad areas. However the organizations can decide upon the learning forums in line with the requirements of their business strategy.

Managing Self Managing Interactions (ie. Others) Managing Operations Managing Business

Self : This forum on Self can focus on understanding and transforming Self wherein the focus is on the individual in building Self Awareness, Personal Power, Skills, Personal Vision, Mission and life goals.

Second forum can focuses on managing interactions such as Interpersonal Styles and relationship, impact on others, managing conflicts, leading teams and developing internal leadership capabilities.

Third forum can focuses on Operational Leadership in enhancing Operational decisions like Managing Outcomes, Problem Solving, Decision Making insights into self-empowerment and empowering others, delegation and persuasiveness.

The final forum can be on building Business Managers where the primary focus in on entrepreneurialship, passion for results, risk management and establishing strategic direction.

Participants can also be put through various need based workshops as per the needs identified in Individual Development Plan such as Workshops on Financial Acumen, Networking, Personality Development, Presentation Skills and Change Management. For the various forums and workshop high end professional trainers and experts in specific areas to be roped inas faculty members in addition to eminent professors from top business schools from India and abroad. Internal leadership within the organization should be utilized to shares their experience and insights along with the participants during various structured interaction and reviews organized during the leadership journey.
6. Structured Coaching Sessions: Effective coaching requires a predominantly non-

directive approach, an approach that evokes excellence, in which learning is intrinsic and satisfaction derives from the pursuit and achievement of meaningful goals. (Downey, 2003). Behavioural coach has structured pre-scheduled coaching sessions with the participants with the focus on the individual development plan.

7. Joint Discussions: Joint discussion to be scheduled on regular basis, preferably on a

monthly basis as per pre-determined schedule and other informal discussion, based on the need as decided by the participants and the Behavioral Expert. This joint discussion helps to analyze the progress made by the participants against the set milestone. It also helps the guides and the superior jointly unearth any issues participant may be facing. It also enables to agree and the next step for the participant and the support required from superior and internal experts or Champion. Success is dependent of driving leadership, rather than being leadership-driven. It arises not just through formal structure, nor through the vision statements of a charismatic leader. Rather, it is achieved in large part through the creation of a supportive context in which individuals make their own choices about how and where to focus their energies.(Syrett, 2008)The joint discussion motivates and builds up the momentum of the participants in pursuing their Individual Development Plan and internalizing their learning. More than ever before, managers are expected to coach their sub-ordinates. (Charan, Drotter , & James, 2007)
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8. Periodic Review: The mid-term review and the final review of the live project by the

leadership team can provide vital inputs for development of the participants in terms of understanding the expectation of top management, qualitative inputs and high visibility. The theory is that the best way to learn and grow as a leader is through on-the-job stretch experiences. To get most out of the experiences, people must receive and reflect upon feedback. (Charan, Drotter , & James, 2007). Moreover top management can understand the inherent strengths and competencies of the emerging leaders and map these leaders in the pipeline with the upcoming opportunities to leverage the strength.

9. Post Assessment: After a stipulated period another round of 270 or 360 degree feedback

preferably a year will help assess the effectiveness of the programme as well as to define the future action plan for the participants. This also helps the organization for evaluating the programme and also bringing in course correction if required. A pre-determined schedule along with the time frame mutually agreed by all the key players and adhering to the time frame leads to the success of the programme. The entire process can be grouped into Self Reflection, Individual Development Plan, Structural inputs, execution of live project, periodic review, final assessment and way forward.Various methodologies appropriate to the forums and learning outcomes can be utilized in the leadership programme such as Group Discussion, Role Play, Stimulation games etc to bring in learnings. A Diagrammatic Presentation of Leadership Development Process is presented below.

Figure - 2 Conclusion The success of the programme lies in the effective interaction, involvement and implementation of the process by the participant along with their Immediate Superior, Behavioral Experts and the Top Management duly facilitated by HR. Such a planned, systematic effort leads to a strategically focused and motivated leaders infused with the spirit and culture of the organization with world class competencies to face the global challenge as well as achieving the companys strategic plans. Leadership development can be seen as a strategic leadership initiative cascading a coaching culture.

References:
Charan, R., Drotter , S., & James, N. (2007). The Leadership Pipeline - How to build the Leadership Powered Companies. San Francisco: John Wiley & Sons, INC. Covey, S. R. (1989). The 7 Habits of Highly Effective People. In S. R. Covey, The 7 Habits of Highly Effective People. Simon & Schuster UK Ltd. Covey, S. R. (1992). Principle - Centred Leadership. Pocket Books, 2002. 8

Downey, M. (2003). Effective Coaching - Leassons from the Coach's Coach. Thomson Business and Professional Publishing. Groysberg, B., & Snook, S. ( 2007). Leadership Development at Goldman Sachs. Harvard Business School, 9. Syrett, M. (2008). Successfull Strategy Execution - How to keep your business goals on target . In M. Syrett, Successfull Strategy Execution - How to keep your business goals on target (p. 54). Profile Books Limited. Ulrich, D., & Wayne , B. (2005). The HR Value proposition. Harvard Business School Publishing. www.alagse.com / leadership. (n.d.). Retrieved Sep 03, 2011, from www.alagse.com: http://www.alagse.com/leadership/18.php