Second, setting developmental goals. In this step the manager meets with the employees and discuss with them one on one of the training that each employee thinks they need. Some employees might view that they do not have the need for additional training making it a challenge, hence the leader should use effective listening skills, various styles of questioning that can make them open up and for the leader to understand better and his intelligence. The benefits as well as the results that the workers expect to achieve from the additional training are also stated. The personal targets of the employees are also aligned with the targets of the organization during the process.
Third, observe the team members while working on major assignments. This is necessary to help the manager determine their level of confidence as well as the training they need to carry out such tasks. Fourth, collecting additional information from persons working closely with the people you are evaluating. These people might be previous employers, fellow employees, reference from past performance appraisals or customers of the organization. Fifth, analysis and data preparation where the data collected is analyzed depending on the skills needed and whether there are skill gaps. A training plan is then made for each employee.
Lastly, the steps of action are determined since the manager knows the training needs of each employee. They can be offered training while on the job, training led by an instructor, virtual training, mentorship programs or active training.
Leadership practitioners and leadership researchers can interact through evaluating the degree of authentic leadership portrayed by each leader. This is done by leadership researchers as a means of identifying the co-existence between authentic leaders and the organizations which they run. Leadership practitioners focus on measuring the degree of authentic leadership so as to evaluate their behaviors in these organizations. This is done through the use of an authentic leadership questionnaire that is filled with the leader’s supporters (Gardner ET al. 1120-1145).
Power is often attributed to others depending on the influence tactics used. A relationship subsists between power, idiosyncratic and the influence tactics. With power, hard influence tactics can be used where resistance is bound to occur and the behavior of individuals is against important norms. Soft tactics will apply where the power holder is facing opposition or will personally benefit if the approach succeeds. Where parties have the same level of power and opposition is unanticipated, rational influence tactics can be used. By focusing on power, idiosyncratic and influence tactics, leaders are able to increase their power and influence over their supporters and increase their effectiveness through improvement of their idiosyncratic credit. This helps them condemn rivalries that can hinder the formation of a work unit and enhance smooth transition in the exercise of power (Hughes, Ginnet, Curphy).
Organizations improve their leadership through leadership training programs. These include, classroom- style training, in this method leaders acquire skills in a classroom setting where they get to learn using videos, role playing as well as simulations. Another method is projects where a specific opportunity is assigned to a leader or in teams with the aim of coming up with findings in a given period of time. In delegation, specific tasks are assigned to leaders to perform them and their performance is monitored and will be evaluated. Other methods include coaching where there is planned involvement of the leader in helping and supervising subordinates on effective leadership, mentoring programs as well as apprenticeship where leaders acquire skills by aping the behavior of their superiors (Cole p. 365).
Simulations involve coming up with a model of a certain process that goes through experimentation to determine its reactions to changes in inputs. The steps followed include identification of the problem, model construction and model testing, collecting information on experiments, simulation execution and analyzing the outcome, repeating of simulation using the results and finally test and simulation. For example simulating the effects of varying capacity of sales on major factors in an organizations plan, such as labor forecasts, procurement targets and the capacity available for production (Cole p235- 237).
In conclusion, leadership is important in organizations as well as society in general. Training activities that lead to its development as well as development of the employees should be encouraged for effective performance.
Works cited
Cole, G. A. Management: Theory and Practice. (5th Ed.). London. Martins the Printers.2000. Print. .
Gardner, W.L., Cogliser, C.C., Davis, K. M., Dickens, M. P. Authentic Leadership: A Review of the Literature and Research Agenda. Leadership Quarterly, 22.
Hughes, Richard L., Ginnet Robert, C. Curphy, Gordy J. Leadership: Enhancing the Lessons of Experience. (4th Ed.). Irwin. Mc Graw Hill.1999. Print.
