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The strategy presents an integrated
framework for leadership and organisational development established from an
extensive evaluation of leadership concept and practice.  It does not claim to be inclusive but relatively
operate as a map at NovaTek. The framework is entrenched within a wide-ranging setting
which should be considered when clarifying applicable forms of action.  In introducing this framework, the purpose is
that it be used as a form for facilitating dialogue and reflection rather than
as a dogmatic framework for pivotal on a leadership development methodology. NovaTek
requires a strong leadership and development strategy to integrate the perspectives
of its leader as an individual, as an affiliate with subordinates and a member
of the business. (Gold et al, 2010)

It is also worth noting that the LMD
strategy serves many objectives beyond purely developing leadership and
management at NovaTek.  Leadership and
management development can be a retention policy that sustains the motivation
of its area managers and benefit in generating a sense of collective goal
(Paine, 2016). On the other hand, singling out certain employees over others
for participation in LMD can lead to unintended outcomes such as hostility and conflict
from the subdivision (Storey, 2004)

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Purcell et al (2008), Mumford and Gold
(2004) emphasise that the choice of leadership and management development method
is not a simple one due to factors impacting individual development performance
which include chances for individual feedback, the provision for development
activities and the degree to which they are adapted to personal requirements.
For maximum effect NovaTek must consider what it seeks to develop and how best
this can be achieved.  If, for example
NovaTek is to develop a culture of shared and reflective leadership it wise to
send Turner and Fisher on a dynamic leadership training course.

Management and leadership education is
big business with leadership development being the most popular (hesa.ac.uk,
2017). From a company standpoint key triggers for investing in LMD are the
changing nature of the business eco system, the needs of the business and
employability/career prospects (Dalton, 2010). The solution to effective
leadership development is achieving an appropriate equilibrium between
knowledge-exchange (action and reflection) and alignment of needs and wants of
both organisation and the individual (Gosling, 2014).

According to Carmichael (2011) to
assess potential leaders in the organization, a leadership strategy needs to
distinguish the anticipated leadership competencies. Competence models can be
used to identify leadership potential through performance appraisals (Thorpe et
al, 2009). From the framework summarised above NovaTek needs to outline the
success measurement and entrench it into the organisation system. This will
contribute in setting the assessment standards and the competence level from a
must-know and must-demonstrate standpoint. This type of planning comportment
acts as a facilitator for creating effective leadership development programmes
while also recognising distinctive elements of a leadership that align with the
needs at NovaTek (Conger, 2010).

    
6.JUSTIFICATION OF PROPOSED STRATEGY

After
careful consideration of the strategy at NovaTek developmental opportunities
available for these individuals should be both traditional and non-traditional
methods of learning. A skills road map should be established to support less
formal learning activities such as taking turns in job shadowing Turner to have
exposure on supervisory responsibility. Competencies
can then be tied to appropriate development activities, thereby integrating
development forecast right into their performance review procedure which will
sustain their career development. Integration of development with career
planning will permit them to explore potential career paths and allow them to
be involved in outreach projects and be temporarily assigned to other job posts
at NovaTek.

3.      What are my strengths and weaknesses in the
department?

2.      What are my goals for the next five years?

1.      What direction is the sales department at
NovaTek heading?

The process of making an effective
plan will include answering the following questions:

·        
Shadowing Turner

·        
Individual
project work

·        
Training course

Action:

Development
focus: improved effectiveness in current role and preparation for potential
senior role

III.               
Murdock, Palmer and Blackham

Fisher is also better off having an
ongoing personal development plan to review his individual progress

Job redesign will increase Fisher’s
work quality and productivity by implementing skills such as conflict
management, team building, and problem solving which he would not typically
utilize as part of his current responsibilities.

Research shows effective leadership development
requires deliberate practice. Fisher will benefit from an extensive leadership development
training programme for him to be able to collaborate with his colleagues across
the departments at NovaTek. The training seeks out to build knowledge and
ability essential to become an expert leader.

·        
Job rotation

·        
Leadership
development training

Action:

Development focus:
collaboration leadership function

II.                 
Fisher

Action:
Turner needs assistance from Fisher in the form of coaching to learn about
NovaTek functions. Assessing him will ensure consistency, leverage his existing
strengths and allow him to gain experience in strategic thinking. Strategic job
assignment along with action learning undertakings are operational methods of
development provided he is given task-level feedback. Turner will also benefit
from a training course in leading strategic change to be able to work with the
sales team and be able to review responsibility and feedback. Subordinates are
one significant source of feedback and leadership notion incites assessing
their perceptions and opinions for this function (Day and Antoniadis, 2012).

Development
focus: development in his new role and his team

I.                   
Turner

According
to Petrie (2014) individual action plans assist employees to develop their
skills and achieve career goals. For Fisher, Turner, Murdock, Palmer and
Blackham this will leverage their strengths and at the same time provide new
skills and knowledge for everyone to perform better in their job.

·        
360-degree
feedback (Dowell, 2012)

·        
Goal setting

·        
Developmental
activities

This action plan will include:

5.INDIVIDUAL ACTION PLAN

This strategy is to be re-evaluated in 2019.

Success of this LMD strategy will be
determined by the implementation of the action plan (outlined below). The
execution of the identified primacies will cultivate high quality leadership
and will permit NovaTek to meet its performance measures.

Duration will vary but is likely to be a
minimum of 3-24 months. Training will be beneficial to Fisher who is identified
as possessing leadership potential. Barret et al (2014) adds that through
coaching Foster will then be able to articulate his goals in a strategic
context to what works at NovaTek and make sense of situational leadership.

·        
Training courses

Feedback is to be implemented via a
specifically designed leadership framework (McCall, 2010) This is intended for
enhancement of managerial development needs to signpost relevant activities.
Ideally the feedback cycle should not be longer than 2 months.

·        
360-degree
feedback

Whitmore (2012) states that coaching is an
excellent vehicle for building personal resilience and team development. Turner
will benefit from this intervention with regards to his role transition and low
self confidence in his new role. Successful coaching will see a sustainable
positive change in his leadership development.

·        
Coaching

Mentoring at NovaTek will especially broaden
leadership roles, clarifying the purpose and direction it must follow. This in
turn will build an insight into the challenges, notions and targets of
different roles concerned (Clutterbuck, 2011)

·        
Mentoring

Since most productive methods of leadership
development are practical, a favourable leadership and development programme at
NovaTek should include:

·        
Ensure leaders
are liable for their development (wfm.noaa.gov, 2018)

·        
Redefine management
profiles

·        
Tailor
developmental necessities of its leadership

·        
Generate a
culture of intermittent development

Almost every organisation has programmes in
place to develop, distinguish and evaluate the eminence of their leaders. These
interventions aim to enhance organisational performance by strengthening
efficiency of leaders. There is a strong support for the notion that leadership
development occurs through experiential (on the job training). This is known as
the 70-20-10 rule (Carmichael et al, 2011). To increase leadership strength
NovaTek must;

4.4   INTERVENTIONS

 Bennis
and Nanus (2003) maintain that investment in management and leadership
development should be propelled by the principle that it confers substantial gain
to the business and management. NovaTek should gain from competitive advantage,
efficiency and fiscal performance while individual gain should comprise improved
leadership skills, improved self-awareness and broadened prospects. Progressively
leaders are expected to take accountability for their progression however
NovaTek has obligations in this respect to use a variation of development
strategies to progress its leadership line-up (Boydell et al, 2004). These structural
obliged strategies should include feedback, in-house training, coaching,
mentoring and reflection. However, it is worth noting that the evaluation of
management and leadership development is a complicated undertaking. Outdated
evaluation frameworks are problematic to relate to development activities that
are less clearly and lacking in learning goals (researchgate.net, 2018)

Leadership and
management development at NovaTek should epitomise a central HRD activity.
Given the dynamic external textile environment which NovaTek functions on, LMD activities
are deemed crucial in developing leadership competencies. Leadership strength signifies
an important foundation of competitive advantage and NovaTek must use a variation
of management and leadership development approaches. (Ardichivili and
Marderscheids, 2008)

Sadler-Smith (2006); Friedman (2008) remark
that to be efficient role models, managers are required to develop their own capabilities
then nurture development in other managers. Henceforth all managers are to have
a personal development plan that is Specific, Measurable, Agreed-upon,
Realistic and Time bound (Harrison, 2000)

This strategy recognises the imperative function for management at NovaTek in fostering
a lasting culture. Leadership is to be delivered and designed to support the
workforce where progression is to be planned within selected procedures (Gibbs,
2008). NovaTek management should integrate a wide range of development
activities that will enable outcomes from job appraisals using either
development centres, coaching, mentoring or 360-degree feedback.

·        
Sustaining
momentum by utilising evaluations in relation to development

·        
Professional
development prospects

·        
Aligning
individual leadership development with the objectives at NovaTek

In setting out NovaTek leadership and
management development, this strategy highpoints the significance of:

4.3   CONTEXT OF LEADERSHIP AND MANAGEMENT
DEVELOPMENT

 

Additionally, NovaTek needs to adapt
to ‘situational theory of leadership’. Originally developed by Hershey and
Blanchard (1996) this theory implies that no specific leadership style is superlative.
It somewhat depends on the circumstances and strategy appropriate to the job at
hand. According to Yukl (2011) various writers have categorised situation
theory as a contingency theory. Bass (2008) further elucidates that the level
of development of individuals influences the leadership style and links to prior
training interventions. Most leaders place prominence on the task or on the rapport
with individuals- dependent on what should be done to get the job done productively
(Lorsch, 2010) Situational leadership has four main approaches: telling,
coaching, consulting and delegating. Telling and coaching accentuate on getting
the task done while consulting and delegating highlight advancing team capabilities
to work autonomously (Grint, 2011)

·        
Assessment of the
LMD strategy certifying its cost effectiveness

·        
How the LMD
strategy will be applied

·        
Outline corporate
priorities for LMD

·        
Clear expected
requirements of managers and leaders

·        
A management
model that sets out to clarify the methodology to leadership and management

·        
Illustration of dedication
from leaders/ managers to their development progression

·        
Outline what
leadership and management mean and who executes the responsibilities

NovaTek will also need to maintain
their investment in leadership development following a consistent framework
summarised below:

4.2  LEADERSHIP
FRAMEWORK        

 

 

Management
·        
Associated with everyday job- you
manage tasks
·        
Equal with productivity
·        
Here and now- function on an interim
emphasis
·        
Managers change and execute
structural policies
·        
Managers offer supervision to
succeed

Leadership
·        
Interpersonal – you lead individuals
·        
Equal with effectiveness
·        
Leaders are tactical- function on long-term
emphasis
·        
Leaders change and challenge structural
policies
·        
Leaders teach individuals to succeed

 

 Table 1 below signposts the difference
between leadership and management

This strategy has been moulded using
an inclusive method through literature review and discussions that has shaped
the philosophy of the content. In producing any Learning and development
strategy key question such as what is leadership/what is management are common.
The definitions above are a replication of the key leadership and management guidelines
enclosed with the National Occupational Standards for Management and Leadership
(management-standards.org) Adopting these definitions emphasises the distinctive
yet critical nature of leadership and management and the significant behaviours
linked with it.

This Leadership and management
development strategy is aligned with the business strategy at NovaTek. It is
fundamental that NovaTek can retain and attract eminent competent managers or
leaders by offering rewarding job roles and planned development changes.

4.1  AIM OF
STRATEGY

4.     
OVERALL LMD STRATEGY FOR NOVATEK

 

The CIPD defines leadership and
management development as a procedure where managers develop their knowledge
and skills via formal/informal learning methods for the advantage of the
organisation and the individuals. The phrase ‘leadership’ is often used interchangeably with
‘management’ but it signifies only some characteristics of a manager’s responsibilities
(Purcell et al, 2008) In addition to responsibilities that a manager has it is
generally conceded that all managers need to demonstrate leadership merits. In
business context leadership is the ability to influence employees and is one of
the many competencies for a successful manager. In contrast, management is considered
a position while leadership is regarded as a relationship.  Grill (2008) mentions that methodology taken
to leadership and management development should be derived from the
organization’s strategy and aims while company culture is also a key factor to
management development. Management development necessities result from day to
day actions of managers and from changes in the business ecosystem.

3.     
DEFINITION OF LEADERSHIP AND MANAGEMENT
DEVELOPMENT

This strategy sets out proposed future
for the Leadership and management development at NovaTek. The purpose of this
strategy is to support management in working collectively to utilise employee competencies
and persist in sustaining their developmental needs. The strategy proposes a
definition of what Learning and management development is to simplify the
concept of the terms leadership and management. Additionally, the strategy will
set out necessities of managers in relation to their competencies to support
the objectives and vision at NovaTek whilst the action plan will set out what
needs to be done to support individuals in their job roles for the organisation
to be best positioned to meet impending challenges.

2.PURPOSE

 

According to the CIPD (2016) organisations
depend on capable leadership to guide them through changes in the business
eco-system. For this purpose, leadership and management development is at the
forefront of agenda in improving skills and capabilities of managers. Some of
the best organisations tend to fail to adapt to change, implement strategies
and prepare for the future and these failures have something to do with
leadership and management development. Research has detected that one factor
hugely determines the quality of leadership talent and that is strategy. This
portfolio will therefore contain a strategy on leadership and management
development detailing a proposed action plan for employees in NovaTek outlining
the aims of the strategy and detailed justification on the proposed action
plan. Also included in the portfolio will be two case studies of a successful
leadership and management operating strategy, one from a non-profit context and
the other from an international context. To conclude, the portfolio will review
the two case studies used evaluating their similarities and differences
applying theoretical underpinning.

INTRODUCTION

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