Leadership Development Experience Design

If I were to design my perfect leadership development experience, I would consider what successful business leaders are doing. This is because successful leadership models are shown in a business’s success (Müller & Rodney Turner, 2010). Often, businesses that are led by leaders who have poor leadership skills fail or are ineffective. In the design, I would consider the new leadership models that have yielded the highest positive results. Today, businesses are no longer relying on the traditional leadership models; new models like the “Leadership Maturity Model” has emerged. From research based on a sample of 2,014 respondents, 25% of the global sample indicated that businesses that rely on the new model generate more positive results than those that rely on traditional models (Deloitte Consulting LLP, 2016).

Regarding this, my design would incorporate concepts of the new leadership maturity model. The first thing is communicating widely with everyone associated with the business. Communication is vital in leading people because it is by communicating that leaders voice out their skills (Men, 2014). Secondly, as a leader, I have fostered collaboration with all the business leaders. I would also include that I expose my leaders to contexts where they can learn from each other, clients, and also externally, like in conferences. Thirdly, as a leader, I would encourage every leader across the business to share knowledge because they have different levels of knowledge, and lastly, encourage them to develop new ideas, take risks, and support each other.

I would know whether the design is effective by assessing the progress of the business. If the business I lead shows improved maturity, then I would know the design is effective; if it remains stagnant or declines, then the design would not be effective. The design’s effectiveness should reflect through a company’s growth in terms of market, technologies, communication, and customer satisfaction.

References

Deloitte Consulting LLP. (2016). Organizational Context Drives Development of Strong Leaders.

Men, L. R. (2014). Strategic internal communication. Management Communication Quarterly, 28(2), 264-284. https://doi.org/10.1177/0893318914524536

Müller, R., & Rodney Turner, J. (2010). Attitudes and leadership competencies for project success. Baltic Journal of Management, 5(3), 307-329. https://doi.org/10.1108/17465261011079730