Turning Managers into Leaders

2017 ◽  
pp. 1163-1178
Author(s):  
David G. Wolf ◽  
David K. Ober
Keyword(s):  
Leadership Development ◽  
Communication Skills ◽  
Leadership Skills ◽  
Mentoring Program ◽  
Mentoring Relationship ◽  
Organizational Stakeholders ◽  
Economic Constraints ◽  
Development Paradigm ◽  
Manager Development

Fostering stable, reliable and knowledgeable leaders is one of today's top priorities in many organizations. Leadership is generally considered the ability to influence others. There is a widespread, generally accepted belief that mentoring should be an integral factor within the leadership development paradigm to recognize and train protégés in the art of exerting influence over others. The mentoring experience may also have a significant impact on manager development, given the operational, regulatory, and economic constraints placed on managers in today's fast-paced, technology driven environment. Understanding how mentors acquire the requisite knowledge, wisdom and communication skills that allow them to positively influence others to engage, build and maintain leadership skills is necessary to a successful mentoring relationship. There is a plethora of mentoring models and programs available today. Understanding the needs, wants, desires and expectations of the various organizational stakeholders will aid in deciding which mentoring program may be right for any two individuals seeking to engage in the mentoring process.

Mentorship for Doctor of Education Candidates: Exploring Sustainability, Networking, and Expected Outcomes within a Mentoring Program

2021 ◽  
pp. 194277512110138
Author(s):  
Rachel Louise Geesa ◽  
Kat R. McConnell ◽  
Rebecca D. Brown
Keyword(s):  
Self Efficacy ◽  
Doctoral Program ◽  
Career Readiness ◽  
Mentoring Program ◽  
Leadership Roles ◽  
Social Emotional ◽  
Doctor Of Education ◽  
Mentoring Relationship ◽  
Professional Leadership ◽  
Expected Outcomes

Candidates who pursue a Doctor of Education (EdD) often have a unique set of challenges as these candidates typically hold professional leadership roles in schools, districts, or organizations while taking courses and completing a dissertation. EdD candidates may benefit from participating in a mentoring relationship to gain social, emotional, academic, and career readiness support. In this paper, we explore perceptions of an EdD mentoring program related to sustainability, networking, and expected outcomes of their current mentoring opportunities. Perceptions of mentors’ and mentees’ self-efficacy, readiness, and progress are also studied in order to better support candidates in completing the doctoral program.

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

2021 ◽  
Author(s):  
C. Susan Howes ◽  
Robert W. Taylor
Keyword(s):  
Leadership Development ◽  
Oil And Gas ◽  
Leadership Skills ◽  
Development Program ◽  
Oil And Gas Industry ◽  
Emerging Leaders ◽  
Gas Industry ◽  
Competency Based ◽  
Leadership Development Program ◽  
Technical Professionals

Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

Social Change Model of Leadership Development: A 4-Year Program

2018 ◽  
Vol 4 (2) ◽  
pp. 138-147
Author(s):  
Deirdre P. Dixon ◽  
Ana Maia Wales ◽  
Julia R. Pennington ◽  
Shannon Calega
Keyword(s):  
Social Change ◽  
Leadership Development ◽  
Leadership Skills ◽  
Change Model ◽  
Leadership Program ◽  
Social Change Model ◽  
The Social ◽  
Leadership Experiences ◽  
20Th Anniversary ◽  
Personal Level

The social change model (SCM) of leadership development defines all students as potential leaders. Service acts as a powerful means for developing leadership skills within our students. After the 20th anniversary celebration by the International Leadership Association of the SCM, the authors wanted to illustrate how practice can inform research as they applied the model to a 4-year leadership program. The President’s Leadership Fellows is a 4-year program where all students have an opportunity to develop into leaders through classroom and cocurricular leadership experiences. Students actively participate in individual and group activities designed to experience social change and leadership theory on a practical, personal level. The students can then identify with the key elements of the SCM framework. This article outlines this leadership program and how it can help inform further research from practice.

scholarly journals Enhancing Social-Skills through Social Learning Intervention among Rural Underprivileged Adolescents

2017 ◽  
Vol 4 (3) ◽  
Author(s):  
Prof. Dr. A. Velayudhan ◽  
Palanisamy. V
Keyword(s):  
Social Learning ◽  
Rural Area ◽  
Communication Skills ◽  
Life Skills ◽  
Tamil Nadu ◽  
Leadership Skills ◽  
Training Session ◽  
Learning Intervention ◽  
Post Test

Rural underprivileged youth from India are mostly failing to get decent job due to lack of life-skills. The chances are very less for rural underprivileged adolescents to acquire necessary skills from their cultural context. Hence Indian Adolescents from rural area presently requiring basic life skills for complete their education effectively and get a suitable job in India or abroad. As attaining this task present study examined the effectiveness of social learning intervention on enhancing self-leadership skills and communication skills among rural adolescents. Purposive sampling method was used to select the sample (N=50), it included 25 female and 25 male adolescents from underprivileged category. The sample was selected from the Government higher secondary school located in rural area of Coimbatore district in Tamil Nadu. This study consists following four phases which are Pre-test, Intervention, Post-test, and follow up phases. The social learning intervention was designed based on Bandura’s social learning theory therefore modeling, role play, and constructive feedback methods were used. Weekly one training session was taken totally 12 training sessions, 2 hour for each session. Revised self-leadership questionnaire and communication locus of control scale were used to collect the data in pre-test, post-test, and follow up phases. Mean, SD, repeated measure of ANOVO and Post-Hoc test was used to analysis the data and the results shows that self-leadership skills and communication skills was significantly improved after social learning intervention.

scholarly journals Mentorship Program as A Productive Teacher Development Program at Sekolah Pelita Harapan in Indonesia

2020 ◽  
Vol 1 (3) ◽  
pp. 311-318
Author(s):  
Rosma Indriana Purba ◽  
Ratna Setyowati Putri ◽  
Donna Imelda
Keyword(s):  
Leadership Development ◽  
Teacher Development ◽  
Educational Leaders ◽  
Development Program ◽  
Mentoring Program ◽  
Development Programs ◽  
Mentorship Program ◽  
Self Reflection ◽  
Job Shadowing ◽  
Cost Efficient

A mentorship program is cost-efficient and effective ways to get employees engaged and empowered. The program enables developing talent and increases productivity across the organization. The executive team of Sekolah Pelita Harapan has grown a strong desire to help equipping educational leaders to be effective in their role as educators. It is founded on the belief that an excellent candidate having a background of experience in education and showing strong potential for further leadership development can benefit enormously through the opportunities that mentorship can offer. Through several models of teacher development programs, it was finally confirmed that the mentoring program was an excellent way to develop the teacher's performance. Keywords: mentoring, job shadowing, active application, dialogue, professional reading, self-reflection.

scholarly journals Necessity of Leadership Development in Allied Health Education Programs

2004 ◽  
Author(s):  
Matthew Kutz
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Allied Health ◽  
Leadership Skills ◽  
Business Professionals ◽  
Allied Health Education ◽  
Universities And Colleges ◽  
Care Community ◽  
Health Care Professions ◽  
Allied Health Care

Why should educational programs teach leadership, and why should universities and colleges who offer allied health care programs be concerned with training future clinicians to be leaders? Leadership development is a topic wrought with passion among business professionals and educators alike. Leadership is something everybody needs and it remains vague and ambiguous. Leadership is a mystical, almost ethereal, quality that you cannot define, yet know when you see. Advancing the allied health care professions and the members of the allied health care community is proving to be difficult without the necessary leadership skills.

scholarly journals «Vi vil børste vekk asken, men holde liv i ilden.» En kvalitativ studie av et mentorprogram for unge idrettsledere1

2020 ◽  
pp. 207-230
Author(s):  
Birthe Kåfjord Lange ◽  
Hans Erik Næss
Keyword(s):  
Qualitative Interviews ◽  
Leadership Skills ◽  
Mentoring Programs ◽  
Mentoring Program ◽  
Sports Management ◽  
Leadership Qualities ◽  
Personal Strengths ◽  
Sporting Culture ◽  
Pros And Cons ◽  
The One

Norwegian sports today are characterized on the one hand by a need to innovate organizationally and rethink current practices, and on the other hand to respect national traditions and values of sporting culture. This dual responsibility poses a particular challenge to sports leaders of tomorrow. Whereas other studies have examined sports management education or sports leadership qualities as solutions to this challenge, this chapter examines the potential of a mentoring program to improve leadership skills. It draws upon qualitative interviews with participants, mentors and organizers of the 2019/2020 Mentor Program for Young Sport Leaders offered by the Norwegian Federation of Sports (NIF) and the Norwegian Association of Student Sports (NSI). Our findings reveal that this program enables young sports leaders to become more aware of their personal strengths and weaknesses. At the same time, the transfer value they represent to the organization is conditioned by prior experience, attendance motives and mentee-mentor relations. Consequently, this program reproduces known pros and cons found in earlier research on mentoring programs, yet offers something new in the sense that it allows young leaders to be part of the solution to issues in Norwegian sports by defining the relevant problems.

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