Report on Leader Skill Development

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TITLE:
Developing Leadership Skills

Submitted to: Mam Ayesha Noor

Submitted by: Bilal Zulfiqar BB121003 Shahid Hamdani BB121002

For the requirement of the course “psychology”

Table of Contents
Acknowledgements:3
Abstract:4
Introduction:5
Literature:8
Methodology:10
Benefits:11
Examples:14
Recommendations:17

Acknowledgements
First and foremost, we would like to thank to our supervisor of this project, Miss Ayesha Noor for the valuable guidance and advice. She inspired us greatly to work in this project. Her willingness to motivate us contributed tremendously to our project. We also would like to thank her for showing us some example that related to the topic of our project. Besides, we would like to thank the authority of Mohammad Ali Jinnah University (MAJU) for providing us with a good environment and facilities to complete this project. It gave us an opportunity to participate and learn about the operation of leadership development. In addition, we would also like to thank Advocate Sardar Ishaq Khan which provides us valuable information as the guidance of our project. Finally, an honorable mention goes to our families and friends for their understandings and supports on us in completing this project. Without helps of the particular that mentioned above, we would face many difficulties while doing this.

Abstract:     

In this introduction to the topic on leadership development, we argue that leaders in the 21st century need to recognize that building their organization’s leadership capabilities is going to be a major differentiator for future success. We emphasize that organizations that do not have properly structured leadership development processes in place will be at a disadvantage. Organizations that take leadership development skills seriously outperform the competition. Furthermore, we also put forth that as the world is changing, leadership is no longer defined by what a single leader does (the “Great Man” trait theories) but by the ability to collaborate, motivate and to manage networks. In this day and age of highly diverse teams, matrix structures, and global organizations, the talent in network building is key to creating collaborative teams and a boundary less organization. We suggest that due to the changing nature of organizations, a more distributed view of leadership will be needed thus shifting the focus from the traditional single leader to an intricate and complex web of leaders who possess a range of abilities and experiences necessary to ensure that the leadership function is carried out to the benefit of the wider organization. From what we have learned from our own experience, we argue that the best approach to developing leaders is through various forms of self-assessment, action learning, and apprenticeship activities. Furthermore, with the emergence of the knowledge economy, we explore the fact that companies are now playing an increasingly active role in the continued education of their own workforce — one example being the creation of corporate universities. In this context, we also discuss the leadership development ‘toolbox’ that is needed to make leadership development activities a success. Some of the more commonly used tools in this toolbox include classroom lectures, leadership exercises, an outdoor adventure training, case analyses, simulations, and 360-degree evaluations (which is basically a technique involving the evaluation of leader by his/her boss, peers, subordinates and the leader himself/herself). Leadership development refers to any activity that enhances the quality of leadership within an individual or organization. These activities have ranged from MBA style programs offered at university business schools to action learning, high-ropes courses and executive retreats. The development of...
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