Are leaders born or bred? It’s a persistent question. Some senior managers and policy makers believe absolutely that leaders are bred, that a leader must come from the right background. Others argue strongly that anyone can be made into a leader given the right training. So who’s right?
- Discussing the various development interventions available
- Re-visiting how people learn and their reaction to various interventions
- Developing training interventions to meet planned needs
- Discussing how to evaluate the success of development interventions
• Defining leadership and the practical effects of manager intervention on staff motivation.
• Understanding that managers lead and that leadership is a management role.
• Setting out the difference between leadership approaches and leadership styles.
• Introducing some practical leadership interventions for managers.
• Introducing leadership approaches and how to select the right approach.
• Discussing how to do leadership day to day.
• Defining the performance of a worker in a job and establishing the link between motivation and performance.
• Revisiting the role of the job and job design on motivation.
• Understanding the role of the job description in objective setting.
• Introducing some theory of objectives and the natural human desire to strive to achieve goals.
• learning practical goal setting and introducing the reality of performance appraisal.
The article notes that before promotion, the engineer was an ordinary employee. He or she achieved great things through their own efforts. Now their success comes from causing others to perform. They're still an engineer. But they've added a whole new part to their identity. Now they're a manager of engineers. They're a boss, a leader of men and women. It's the same whatever the discipline.
How can we be sure that a given training intervention will indeed change the company system and give return on investment? Training has to be transferred from the learning environment of trainer and trainee to the work environment of manager and worker. The efficiency of transfer of training depends on a huge number of variables, each associated with the characteristics of the manager, trainee, trainer and the work environment.