Leadership and Management Model (Essay Sample)

Leadership and management model
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For any company to be successful, it is imperative that they get a management and leadership training model. Developing these skills is imperative for any organization as it is an investment for any organization that seeks to create their breed of leaders (Gomez-Mejia, Balkin and Cardy 2008, p.35). Leaders are known to inspire and give their employees the motivation they deem fit to get the work done. The managers will be critical when it comes to the organization, planning and coordination of projects within the organization. To achieve this, development will utilize the very best of training and support as a means of maximizing its effectiveness (Beardwell 2007, p.10).
The management must look at building the future based on the staff they have at the moment. This means they must work on the individuals as the increase in personal effectiveness will enhance their efficacy in the office. This will build their confidence which will be essential when dealing with dynamic markets already present (Kotter and Cohen 2002, p.126). Managers will also need to be focused on as they are supposed to be integrated to enhance the efficiency and aligned to the whole process. The process will also be aiming to reach out to the senior leadership as it tries to enhance the confidence in decision-making to allow for the utilization of all the opportunities that take place in the market it will also be a detrimental path towards overcoming challenges that may enhance their capitalization of chances within their portfolios (Barrett 2003, p.56).
As such, the impact of having an office that needs to meet expansion aspect is high. This means that they have to work on dealing with the management, to enhance their skills as well as help meet the minimum requirements. The report herein will look for different ways of enhancing their perception as well as create a program that will help develop strong leaders and managers to help take the company to higher heights.
Developing leaders and managers:
It has been noted by several critics that the easiest way of developing leaders is by doing it within the organization. This is less expensive and homegrown talent is easier to retain compared to hiring new people. Experts in the field have been seen to recommend creation of a development program that could help single out the high-potential employees that will help create a new crop of leaders and managers to help meet the required standards (Marshak 2005, p.102). These programs may involve mentorships, management classes and seminars, coaching and stretch assignments. This implies a need to meet the goals of the organization by dealing with the candidates within the organization rather than looking for people from elsewhere. This also implies giving the candidates a bigger vision for the company, allowing them to take charge for the issues that relate to the company (Cook 2009, p.75).
One of the best ways of doing this is by rotating people through different jobs to give the employees first-hand experience. This makes it easier for them to try out different roles that will enhance their skills and give them a chance to expand their skills. They are given experiences in different divisions and gain new expertise within their potential areas of excellence (Anderson and Anderson 2001, p.69). With time, they will be ready to meet their goals as well as create an avenue to develop new likings for the job they are in. it also exposes them to new projects which makes it easier for them to meet their goals as they seek to utilize the chances presented to them as they work towards raising their personal attributes. Furthermore, personal satisfaction in the job will be crucial as they seek to maintain a close target towards meeting their goals (Saslow 2004b, p.16).
It is crucial that the candidates get a feel of unfamiliar jobs. This challenges them and gives them the impetus to deal with any inconsistencies within their job prescriptions. It is critical for the growth of the company as they get valuable lessons from failures that may result from their trials. As noted within the Virgin Atlantic managerial perspectives, people need to be given a chance to deal with the innovations they have to help grow the organization, without the fear of having to fail. This allows the creative minds to get to work and grow the company to greater heights while simplifying their own work. This will add new skills to the employee and improve their confidence and commitment to the work they have been given.
A common method that has been found effective is the mentorship aspect. This is where the new entrants are paired with older employees to help grow their skills, and absorb themselves into the organizational culture at a higher and faster rate (Kirkpatrick 2005, p.130). For the identified candidates, it is imperative that the organization looks for ways of meeting their needs by pairing them with more experienced persons who can help nurture them to be the best for the company. This will also help retain the knowledge within the organization. Implicit and tacit knowledge management will help create important savings for future utilization when required (Rioux and Bernthal 2006, p.43). With the company seeking to expand to other markets, it is critical, therefore, that the organization works on creating a large pool of talent from which they can pick candidates. This pool will be required to meet their goals both locally and internationally (Fulmer 2005, p.153). The most appropriate method will be identifying talent and pooling it together as a way of retaining the skills and evaluating the levels of excellence from time to time. This will keep the employees motivated because they know that they will be considered when opportunities arise. This will create job satisfaction and better working conditions for them (Phillips 2003, p.79).
While still on the mentorship programs, it is advisable that the organization looks for ways of pairing the veterans about to retire with high-potential future leaders. This will help in retention of knowledge as well as taping the experiences and lessons learnt from their many years of experiences. Despite the tutorage, none the less, the organization should look for ways of restocking this mentorship program to avoid having the same faces in the pool (Salob and Greenslade 2005, p.63). This means that they must work on creating a rotational program that allows for the selection of the very best in the organization. These programs must work on giving frequent feedback and coaching to help in the evaluations. This allows them to meet their personal goals within a short period, while at the same time learning on their weak and strong points (Fulmer and Conger 2004, p.201).
Suggested model and justifications:
Leadership and learning to play are seen as critical attributes when dealing with execution of duties. Managers have to learn ways and means of creating opportunities of growth for their organizations without having to minimize their growth or opportunities present for making it big in the market (Council 2004, p.39). Globalization has made it mandatory for the organizations to look for growth and transformation through strategic means this implies having to work with some of the best models to help in the success of the organization and its shareholders.
The Burke-Lltwln model is one of the most common and the most appropriate for the strategic development of both skills and competencies. This model looks at the influences of leadership and management in the creation of organizational culture and strategy. The strategy and culture in place must act as catalysts for the growth of leadership development while at the same time creating an opportunity for the growth of the organization in a way that fits its processes and embarks on influencing the activities within the organization (Saslow 2004a, p.52). This model is a good way of implicitly and explicitly articulating the ways leadership and management need to change within the top brass (Bolt 2000, p.90). Apparently, everything within the organization is inter-related in one way or the other the organization is a system that interacts within itself allowing for the growth of the organization as a means of delivering the goals and objectives of the organization. The culture created must be in tandem with the leadership strategies as it may hinder some of the attributes discussed hereinabove (Bolt 2004, p.42).
This model is good in that it helps highlight how the relationship between the organization and the external forces, and especially the clients and the regulatory bodies, is and what ought to be done to enhance the relationship. By understanding the ways that each factor continues to the growth or hindrance of the organization’s growth is detrimental to the managers as they seek to organize the workers into groups of effective people (Collins 2001, p.38; Bernthal and Wellins 2004, p.154). The aim of any leadership model is to bring together the workers and management as they brainstorm to help get the best formula for the organization. Fundamentally, the chosen candidates will have to undergo various training sessions that will help create a team of people with similar visions for the company (Holbeche 1998, p.13). To make it work, the selected individuals from across the departments will participate in creating a business strategy that will involve research. This will involve primary and secondary data that aids in bringing about an analysis of the SWOT analysis for the organization. High-level goals will also be used to enhance the chances of getting a well-trained team that understands the goals and objectives of the organizations (Mumford and Gold 2004, p.239).
These goals and objective will be headlined by strategies that choose to c...