دانلود رایگان مقاله انگلیسی بوجود آوردن کانال های رهبری جامع: توسعه رهبری سازمانی - الزویر 2018

ABSTRACT

Typically, firms consider leadership development (i.e., training focused on skills required for success in leadership roles) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. In recent years, however, scholars and practitioners have called for a new, more comprehensive approach that considers the organization as a system. Rather than considering succession planning and leadership development as distinctly different initiatives, organizations should work to create internal leadership pipelines that span entry-level employees to executives. To leverage potential advantages associated with instituting comprehensive leadership pipelines and to address practical concerns associated with risk and talent management, we propose the introduction of incremental investment in organization-wide leadership development programs via distinct, evaluative stages – a real options reasoning (ROR) approach to leadership. We argue that blending ROR with skills-based leadership models diversifies risk associated with investments in talent management and increases the ability for targeted, purposeful investment in potential organizational leaders.

 Conclusion

The notion that career planning is no longer within the purview of one's organization may impact the expectations of both employees and employers. From the perspective of employers, long-term investments in employees may be considered unwise if the assumption is that employees plan to leave the organization before the investment pays off. However, employees' perceptions and intentions to stay at a firm may be greatly influenced as well if employees assume their options for advancement, task variety, or challenge must come from outside their current employer. Taken together, it is our position that by adjusting succession planning policies to span the organization in accordance with the pillars of ROR, it may be possible to create CLPs that simultaneously decrease turnover, increase the likelihood that employees will be in the right place at the right time, and reduce risk associated with large investments in employees. By carefully assessing organizational and individual needs to aid in the selection of employees for appropriate leadership skills-based training, firms can make better, less risky decisions when selecting organizational leaders.