Undeniably, leadership/management training and development plays a tremendous role in effective management and employees’ performance in an organization. It is vital to be updated with the modern methodologies to make sure that the organization’s leaders are prepared to effectively lead and inspire teams. Leadership training programs enable leaders to acquire and develop their leadership skills and to put into practice these skills in the organization. One clear benefit that assists in underscoring the significance of leadership/management training is the enhancement in skills that managers/leaders will acquire in training programs (Thompson & Strickland, 2003). Through training, the leadership/management team will be equipped with leadership skills, knowledge and techniques.
Given that new trends are emerging frequently, training will assist the management team to be on the cutting edge of company advances. Such techniques and skills are usually passed down to other employees in the business and thus enhancing the efficiency of each department whilst offering problem solving methods to prevent trouble even before it starts (Ulrich, Zenger & Smallwood, 1999). Managers and other employees who attend the leadership-training program depict dedication and commitment in their work.
Conversably, employees who have participated in leadership skill training and development courses are more dedicated and committed in their workplace; the outcome of more proficient employees entails production increase. Production increase consequently makes the revenue of the business increase and, eventually, a boost in the proceeds of the business. Leadership development and training apparently is intended to offer those techniques and skills that are essential to improve the ability of an employee to take a constructive leadership role in the place of work. Additionally, leadership training makes an employee confident in carrying out duties; they will feel part of the organizational working team. Consequently, partaking in leadership training, particularly business management/leadership training, a worker comprehends the operation of the organization with ease. A workforce engaged in leadership training builds a sense of cohesion and teamwork among everybody in the place of work (Thompson & Strickland, 2003).
As opposed to a group of employees following their own restricted goals in a proficient setting, workers who have been drawn in leadership development and training, tend to unite and pursue common goals. The pursuing of the common goal as a united team brings positive outcomes to the general operation of the organization. Exposing workforce to a program in leadership training and development, those same workers eventually become more precious asset to the operation of the business in the long run, as well as in the short run (Ulrich, Zenger & Smallwood, 1999).
The working environment in general will also benefit greatly from appropriate training and development of leaders. Employees usually change from hating their work to getting pleasure from them, all attributed to skills that leaders/managers acquire from their training. Improving productivity is among the main concerns in leadership/management training, and one major way to accomplish this is to heave the workers morale and perk up their working environment (Ulrich, Zenger & Smallwood, 1999). The recent leadership training I attended was a seminar on the leadership for the managers; the training was effective. This was crucial because after the training, there was an action step and set timetables meant to facilitate execution of the acquired skills. Most significantly was a follow-up program. The continuing monitoring and review is decisive in ascertaining the long-term effectiveness of the management/leadership training. The training assisted a lot in demonstrating organizational values, and make sure projects are concluded appropriately and on time (Thompson & Strickland, 2003). Furthermore, the seminar assisted in enhancing the skills for effective resolution of conflicts and problems amongst employees, keeping leadership well-versed about progress, and encouraging team members.
Works Cited
Thompson, A & Strickland, J. (2003). Strategic Management: Concepts and Cases, 13th Edition. New York: McGraw-Hill.
Ulrich, D., Zenger, J. & Smallwood, N. (1999). Results-based Leadership. Boston: Harvard Business School Press.
