Chap002 Im 8e

Part 1 Leadership Is a Process, Not a Position Chapter 2 Leader Development Chapter 2 Outline Leader Development Introduction The Action-Observation-Reflection Model The Key Role of Perception in the Spiral of Experience Perception and Observation Perception and Reflection Perception and Action Reflection and Leadership Development Single- and Double-Loop Learning Making the Most of Your Leadership Experiences Learning to Learn from Experience Leader Development in College Leader Development in Organizational Settings Common methods of leader development Action Learning Development Planning Coaching Mentoring Building Your Own Leadership Self-Image Summary Key Learning Points Introduction The importance of using multiple perspectives to analyze leadership has been made clear however, there are multiple paths by which ones own leadership is developed. Although leader development and leadership development may seem synonymous, they are treated by scholars and practitioners in the field as having distinct meanings. The term leadership development designates a focus on developing shared properties of whole groups or social systems such as the degree of trust among all the members of a team or department, or on enhancing the reward systems in an organization to better encourage collaborative behavior. However, the focus of this chapter will be on processes and methods designed to foster individual-level growth. Leader development in most large organizations involves formal training, even though research consistently shows that its not the most effective method. Research shows that to the extent that leadership is learned at all, it is learned from experience. The Action-Observation-Reflection Model Making the most of experience is the key to developing ones leadership ability. In other words, leadership development depends not just on the kinds of experiences one has but also on how one uses them to foster growth. Learning theorists suggest that people can learn the