Time to rethink leadership development (2014-01-24)

February 20, 2015  3772  3772   

Article by CGF Research, written by Dr. Gerhard van Rensburg

Leadership development, however, in most cases is a costly affair.  It therefore warrants careful consideration of what organisations hope to achieve when they invest in leadership development. If the point of departure is to help people excel as highly competent individuals, then the criteria for a development programme would be different from one where the goal is to grow people in order to achieve more with and through others – in other words true leadership and teamwork.

Changing perceptions and expectations of leadership
Times change and so do the perceptions and expectations of leadership.  If we lived in ancient times when progress meant territorial dominance and hard, hand-fought victories on the battlefield, we would be looking for strong, brave and imposing men with some ability to out-think the enemy.  If we lived in the industrial age we would be looking for superior scientific minds.  As the world became more ordered, specialised and hierarchically structured in governments, institutions, business and many others types of organisations; technical or functional ability and political astuteness (skilful in tactics and power play) allowed many to rise to the top and thus be recognised as leaders.  In this scenario, leadership is typically exercised through command and control complimented by concomitant tactics of intimidation and manipulation. Unfortunately, there are far too many examples with this type of leadership and organisations may be stuck in this old mindset.

Instruments of power
Where command and control still delivers results, the people have resigned themselves to the idea that they are fundamentally either stronger or weaker instruments of power - in some cases they paint themselves powerless for life, in others they believe they are untouchable and as a result often ruin their personal relationships.  They fear or respect power for the sake of power.  Where those at the top embrace the culture -- and why would they not if they were successful in and beneficiaries of it -- they will more likely than not, consciously or unconsciously, further entrench this culture through the choices they make on training and development.  It does not bode well for the future in a world where optimum learning, flexibility and responsiveness are such important factors for success.

The cost
The cost for organisations, and more specifically, when the leadership are poorly aligned with societal changes is immeasurably high.  Today’s knowledge worker commits themselves when they experience the freedom to be creative and enterprising.  In a command and control environment they feel inhibited and frustrated; the result being untapped potential.  Moreover, people in such an environment often withhold critical information which ultimately comes at a cost to the organisation.

Another cost factor is that employees who are not intrinsically motivated but prepared to submissively and passively ‘sit out’ their careers for the sake of a salary cheque, are nowadays difficult and expensive to get rid of. The longer we have command and control environments (as it is experienced by the common worker, since it is seldom acknowledged by the leadership), the more disengaged people will become. Progressive organisations, understand what is required of a modern-day leader, and are quickly pulling away from their counterparts who continue to practice the archaic command and control tactics.
  

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