Theory and Application of Leadership

2009 ◽  
pp. 836-841
Author(s):  
Krista J. Crawford-Mathis
Keyword(s):  
Leadership Development ◽  
Human Resource ◽  
Development Program ◽  
Core Competency ◽  
Training And Development ◽  
Leadership Traits ◽  
Effective Leaders ◽  
The Future ◽  
Organization Leadership ◽  
Resource Division

One of the key functions of the human resource division is the training and development of the organizational staff. Technology is forcing change with respect to the tools and skills required to lead organizations. As such, the identification of the competencies required for an effective executive recruitment and development program can impact the future of an organization. Leadership development should be a company’s core competency (Foster, 2006). The correct mix of leadership traits, skills, and abilities can be dictated by the situation in which the leader operates, for example, industrial versus service, traditional versus virtual. The following is a brief description of leadership theory, the competencies of effective leaders, and a look at implications for the future.

Development and training for the dealers' community in Macau casinos

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinquan Zhou
Keyword(s):  
Career Development ◽  
Human Resource ◽  
Development Program ◽  
Skills Training ◽  
Training And Development ◽  
Working Environment ◽  
Professional Skills ◽  
Content Type ◽  
Gambling Industry ◽  
And Training

PurposeThe purpose of this paper is to discuss characteristics of dealers training and development in Macau gambling industry by investigating and analyzing the current dealers training and development status of Macau gambling casinos. Training and development prepare and enhance dealer's knowledge and skills to enable them to adapt to the working environment and create a career opportunity in their organization.Design/methodology/approachIn-depth interviews were conducted with Macau casino human recourse manger, and questionnaire survey was used to investigate the views of dealers in training and development provided by their organization.FindingsThis paper revealed that the development and training of Macao's dealers are mainly in individual professional skills, including executive ability, professional attitude and communication skills training. According to the current situation of dealer's training and development, a human resource investment policy is that the government requires undertaking a part of the work in the dealers' community.Research limitations/implicationsThis paper examined the current demand for talents in Macau gambling casinos focusing on dealers' survey of the casino's training concepts, including training perception, organization arrangement and training information, etc. It is the least published official information, and training and development program in Macau gambling industry wreaked the questionnaire design.Practical implicationsThis survey first time revealed a characteristic of dealer's human resources training and development in the Macau gambling industry. The authors got comprehensive and profound understanding of dealers' job skills and career development needs through the professional position and job characteristics investigation and analysis.Social implicationsThe investigation reveals the inadequately training offered for dealers pre-employment. At least, it cannot meet the gambling industry's basic needs for dealer occupation in many ways. The school's training of dealers and the training provided by the casino has a huge gap, which the school's training is a short-term, compared to the gambling enterprises on the professional skills requirements of recruit dealers. But the school in long-term provide a wider range of knowledge for dealers career development.Originality/valueThis research conducted by the author in 2017 showed that dealer training and development views could be used to in the gambling industry in human resource practical management.

Developing Team Leaders: A Leadership Development Program to Build Effective Team Leaders

2010 ◽  
Vol 3 (2) ◽  
pp. 102
Author(s):  
Mark Stanbrough
Keyword(s):  
Leadership Development ◽  
Leadership Skills ◽  
Development Program ◽  
Team Leadership ◽  
National Standards ◽  
Trial And Error ◽  
Team Leaders ◽  
Leadership Program ◽  
Effective Leaders ◽  
Service Project

NASPE has developed national standards for coaches with Standard 8 focusing on providing athletes with responsibility and leadership opportunities as they mature. Standard 8 states that coaches should engage athletes in opportunities that nurture leadership and teamwork, which can be learned on the field and exhibited in life. It further states that sports provide an atmosphere for trial and error through practice and competition. Much is expected of team leaders; however, few of them are ever formally taught the leadership skills they need to perform effectively. Like physical skills, leadership skills must be systematically taught, developed, and practiced. Through a structured leadership program, some of the trial and error can be eliminated. High school cross country athletes (N=8) participated in an eight-week structured leadership program. The program met once a week, with each athlete leading a weekly session and the coach serving as a moderator. The topics addressed were: understanding the rewards, risks and responsibilities of leadership, leading by example, and vocal leadership. The athletes also spent five hours performing a community leadership service project and attended a leadership lecture presented by a national expert. There was a significant improvement between a pre and post self-rated Team Leadership Evaluation survey (Janssen, 2007). The athletes felt the program was effective, as they were able to develop insights and leadership skills needed to be more effective leaders.

The Future of Workforce Planning

2020 ◽  
pp. 127-156
Author(s):  
Ayansola Olatunji Ayandibu ◽  
Irrshad Kaseeram
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Strong Relationship ◽  
Job Analysis ◽  
Training And Development ◽  
Empirical Literature ◽  
The Future ◽  
Contemporary Work ◽  
Recruitment And Selection

This chapter examines the future of workforce planning in contemporary work organisations. Workforce planning is regarded as one of the essential human resource management (HRM) activities in recent times. The reason is that it gives indication on areas of needs and serves as the pillar for all HRM activities such as job analysis, recruitment and selection, training and development, remuneration/rewards, and promotion. A review of empirical literature reveals that workforce planning has a strong relationship with organisational performance as well as productivity. This chapter submits that HR metrics and workforce analytics can be used as a tool to improve organisational outcomes. To boost human activity, intelligence apps and analytics or cognitive analytics robotics could be adopted to improve HR's value to the business.

Young Midwifery Leaders Programs: Capacity Building for the Future

2016 ◽  
Vol 6 (2) ◽  
pp. 58-67
Author(s):  
Joyce Beebe Thompson ◽  
Nester T. Moyo ◽  
Judith T. Fullerton
Keyword(s):  
Leadership Development ◽  
Capacity Building ◽  
Education Program ◽  
Development Program ◽  
Professional Associations ◽  
Program Outcomes ◽  
Large Country ◽  
The Future ◽  
Rural Zone ◽  
Individual Capacity

This article describes the program components, program outcomes and challenges of two iterations of a leadership development program that was intended to contribute not only to individual capacity building but also to succession planning within midwifery professional associations. The young midwifery leaders programs were similarly designed, using self-study modules that focused on essential leadership knowledge and skills, and a mentor–mentee relationship to provide guidance and support to selected midwives early in their professional careers. The International Confederation of Midwives (ICM) implemented a 3-year leadership program conducted from 2004 to 2007 for five mentee participants. A collaborative United Nations Population Fund (UNFPA)/ICM team in Latin America designed and implemented an 18-month program with 12 mentees that began in 2013. Examples of leadership outcomes in policy and education include assumption of elected offices in midwifery associations, integration of evidence-based topical content into an established midwifery education program, and development of a new preservice education program in a rural zone of a large country. The vision for the future is to expand this program globally while simultaneously adapting the program content and strategies to reflect the leadership needs of the regional context in which it is implemented.

scholarly journals Kepemimpinan: Usaha Pemberdayaan Pemimpin Baru Menuju Pertumbuhan Organisasi Berkelanjutan

Humaniora ◽  
2013 ◽  
Vol 4 (2) ◽  
pp. 811
Author(s):  
Thomas Ulun Ismoyo
Keyword(s):  
Leadership Development ◽  
Support System ◽  
Development Program ◽  
Living History ◽  
Human Beings ◽  
Specific Objective ◽  
Common Purpose ◽  
Organization Leadership ◽  
Individual Effort

“Leadership is the capacity and the willingness to rally men and women to a common purpose. But it also a character which inspires confidence.” These are the words uttered by Bernard Montgomery, a British Field Marshal, when asked what leadership meant to him. From his quote, he reveals the importance of the role of a leader in any organization. A leader will direct and at the same time emit confidence to his followers. In life, human beings are the main catalyst for the world’s living history. The same applies to any organization. Human is the most important agent that creates, develops and keeps the whole institution running smoothly. However not everyone is capable of leadership. One needs a competent characteristic and various qualifications to execute the role. The organization must first make an effort and sizeable attention to attract such personnel who can make a valuable contribution to the organization. One of the effort may be to establish a leadership development program. With the specific objective of producing more competent leaders, it needs special leader who can guide, influence, and develop people within the organization. Leadership development becomes a serious task for any organization because its fate and future lies on the capability of its new leaders. Leadership development in every organization is both personal and communal. Personal because there is an individual effort to progress and improve himself so that he will finally be trusted to lead in the organization. However this personal progression needs a support system and a structure that supports and facilitate every type of personality to become a dependable leader. This macro support system is communal in characteristic.  

scholarly journals Adolescent leadership development through participation in a robotics design challenge experience

2018 ◽  
Author(s):  
◽  
David Allan Doering
Keyword(s):  
Leadership Development ◽  
Research Question ◽  
Development Program ◽  
Leadership Traits ◽  
University Of Missouri ◽  
Adolescent Leadership ◽  
Design Challenge ◽  
And Behaviors ◽  
Adult Mentors ◽  
Robotics Design

This research study explored the adolescent leadership development experiences within teams participating in the Robotics Design Challenge sponsored by the University of Missouri Engineering Department. Since the design challenge was not a leadership development program, this research explored whether or not leadership development occurred. The first research question was whether leadership development experiences emerged. The second question took a constructivist and situational view of how the adolescents experience leadership development. The third research question examined roles of the adult mentors that fostered leadership development. The final question explored the adult-mentors' descriptions of the resulting leadership development experiences. Two sites, seven teams, and twenty-eight adolescents, ages 10 through 12, were observed during team meetings and participated in focus groups. The environment included authentic opportunity, mentor access, amount of challenge, variety of tasks, and quality and acceptance of feedback. The adolescents exhibited leadership traits and behaviors such as confidence, knowledge, teamwork, and problem solving. The adultmentors provided valuable structure and feedback. The adults reflected on the level of difficulty as being important to developing leadership and described several adolescents who exhibited leadership traits and behaviors. The robotics design challenge provided an environment in which adolescents could develop leadership skills. Providing similar opportunities to additional adolescents and incorporating leadership evelopment into those activities could be beneficial to the overall development of the adolescents.

The Future of Workforce Planning

2022 ◽  
pp. 2202-2224
Author(s):  
Ayansola Olatunji Ayandibu ◽  
Irrshad Kaseeram
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Strong Relationship ◽  
Job Analysis ◽  
Training And Development ◽  
Empirical Literature ◽  
The Future ◽  
Contemporary Work ◽  
Recruitment And Selection

This chapter examines the future of workforce planning in contemporary work organisations. Workforce planning is regarded as one of the essential human resource management (HRM) activities in recent times. The reason is that it gives indication on areas of needs and serves as the pillar for all HRM activities such as job analysis, recruitment and selection, training and development, remuneration/rewards, and promotion. A review of empirical literature reveals that workforce planning has a strong relationship with organisational performance as well as productivity. This chapter submits that HR metrics and workforce analytics can be used as a tool to improve organisational outcomes. To boost human activity, intelligence apps and analytics or cognitive analytics robotics could be adopted to improve HR's value to the business.

scholarly journals The Implementation of Training and Development Program: A Study Case at PT Bank Negara Indonesia Branch

The Winners ◽  
2018 ◽  
Vol 19 (1) ◽  
pp. 45
Author(s):  
Rosalin Ayal ◽  
Isanawikrama Isanawikrama ◽  
Yud Buana
Keyword(s):  
Human Resource ◽  
Development Process ◽  
Development Program ◽  
Training And Development ◽  
Qualitative Approach ◽  
Development Programs ◽  
Short Term ◽  
Management Level ◽  
Study Case

This research discussed the implementation of training and development programs in an organization. Undertaken deep interview as a method, it was reviewing the training and development programs of PT Bank Negara Indonesia Cabang Pasar Klewer di Surakarta (BNI CPKS) that covered the nature of training and development programs, training and development process, and behavioral aspects of the process. This research used the qualitative approach, consisted of literature theories and previous researches also explored analysis from the author by deep interview to 15 employees including management level of existing company’s unit/departments. The analysis was undertaken through collecting data first, presenting the training and development programs and then comparing them with the relevant theories. By having a well-implemented training and development programs, it was hoped that the effort would result from the accomplishment of short-term, midterm, and long-term goals of the company. As the conclusion, the work of training and development programs at BNI CPKS in overall is considered poor. The Human Resource Management, which is under administration level has no right to run its main responsibilities, which are to coordinate and arrange company’s training and development programs. Almost process of training and development program is set by central (Jakarta) or regional (Semarang) office. In addition, the behavioral aspect negatively affects to the training and development programs of BNI CPKS, inducing all management levels to participate the training and developments programs as a formality. 

scholarly journals Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

2015 ◽  
Author(s):  
Diane Reinhold ◽  
Tracy Patterson ◽  
Peter Hegel
Keyword(s):  
Leadership Development ◽  
Best Practices ◽  
Learning Environment ◽  
Leadership Training ◽  
Learning Transfer ◽  
Training And Development ◽  
Learning And Development ◽  
Developmental Experiences ◽  
Effective Leaders ◽  
Organizational Ability

"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."

scholarly journals The Importance of Training for Human Resource Development in Organization

2015 ◽  
Vol 5 (1) ◽  
pp. 190
Author(s):  
Astuty Mulang
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Development Program ◽  
Training And Development ◽  
Positive Influence ◽  
Need Analysis ◽  
Primary Element ◽  
Human Resource Training ◽  
Performance Problem ◽  
Training Need

Human resource makes up primary element of an organization. Human resource training and development are absolute necessities for it. In pragmatic, training and development program have positive influence on both individual and organization. Training Need Analysis (TNA). performance problem, new system and technology and also automatic and habitual training. It is a need analysis at the workplace which is specifically meant to find what actually training needs as a priority. Information of the needs will help organization in employing resources effectively and prevent unnecessary training activity.

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