Leadership development for senior staff in Higher Education : Leadership development for senior staff in Higher Education Professor John G Burgoyne Policy Research ConsultantCouncil for Excellence in Management and Leadership211 PiccadillyLondon W1V 9LDTel 0207 830 9780Fax 0207 830 9781http://www.managementandleadershipcouncil.org/
on secondment from:Department of Management LearningLancaster University Management SchoolLancaster University Lancaster LA1 4YDX
direct phone: 01524 594026 direct fax: 01524 762338email: email@example.com Leadership development for senior staff in Higher Education : Leadership development for senior staff in Higher Education The context - optimistic and pessimistic views
The big picture - best practice in corporate leadership development
Methods, approaches, tools to support learning
Universities: Does it apply? Should it apply? Could it apply? The context - optimistic and pessimistic views : The context - optimistic and pessimistic views Universities do ok.
Collegiate leadership is back in fashion.
The right people emerge for the right jobs.
Bright and intelligent people can turn their hands to leadership. Universities are in decline in the knowledge industry.
Universities are struggling to apply obsolete management procedures.
Universities lack visionary leadership.
Universities have no career tracks and development support systems to form appropriate leaders. Optimistic Pessimistic The big picture - best practice in corporate leadership development : The big picture - best practice in corporate leadership development Leadership is having a massive comeback in the corporate world as it is reshaped by the knowledge work (and virtualising, organisational learning) revolution.
Corporations have borrowed the ‘collegiate campus’ model of organisations from Universities, who are busy trying to apply the corporations cast off management practices best practice in corporate leadership development : best practice in corporate leadership development Address organisational effectiveness and four contemporary priorities
Consists of ten principles:
Three strategic imperatives.
Six strategic choices.
A principle of evaluation and continuous improvement.
Applied in different ways according to context. best practice in corporate leadership development : best practice in corporate leadership development The principles are attuned to helping the organisation refine and deliver its core business model or models, and in addition respond to four other contemporary priorities:
Diversity of the employee population
Ethics and social responsibility
Duty of care to employees Strategic Imperative One: : Strategic Imperative One: Driven from the top with specialist support – one consistent message is that the impetus for corporate executive development must come from the highest level of the boardroom. The future of the organisation and the future talent pool are seen as inextricably linked. Strategic Imperative Two: : Strategic Imperative Two: Leadership Development supports and drives the business – the key is that leadership development activity drives and is in step with the vision and values of the company. Strategic Imperative Three: : Strategic Imperative Three: Articulated framework – many organisations had an articulated framework for developing executives. A key choice is whether to have a ‘fast track/high potential cadre’ which may have a different or accelerated career trajectory. The framework would articulate how and when processes such as regular assessment, developmental assignments, specific projects, international assignments, high flier business school programmes etc. would be applied. Strategic Choice One: : Strategic Choice One: Varied degrees of formal, explicit development activity – different amounts of formal versus informal development activities are used. Whether informal development or formal development are combined or preferred has to be reviewed against changing circumstances. Strategic Choice Two: : Strategic Choice Two: Graduate recruitment versus executive search – The relative importance placed on recruitment into the organisation of global leaders with outstanding track records versus development from within the organisation is a key variation. For some organisations, this is due to their own stage of development; for others it is a reflection of the nature of the business or the marketplace. Strategic Choice Three: : Strategic Choice Three: Business Schools and other external resources – organisations are moving away from a ‘sheep dip’ approach to using business schools. The move is towards a considered use of business schools and other external resources on a highly integrated joint design and resourcing basis rather than as a standard commodity purchase. Strategic Choice Four: : Strategic Choice Four: Value of competency framework, capabilities and performance management – competency frameworks are extensively used but the relative importance placed on them varies. The notion of capabilities alongside competencies was important in some organisations and performance management was given most priority in others. Competency frameworks are used for a range of assessment and development work. They are generic to organisations but take on different local meanings and emphases in different parts of organisations. Strategic Choice Five: : Strategic Choice Five: Cultural differences and different approaches to selection, assessment and collective learning – Assumptions about the business culture needed and assumptions by the top team of the nature of leadership will influence the type of development undertaken for future top executives. For example whether leadership is seen as individualistic or as existing in teams and at all levels will influence selection and development practices and the relative emphasis on each. Strategic Choice Six: : Strategic Choice Six: Retention and Reward Strategies – in best practice organisations, these are specifically designed to support HR strategies, to encourage the development of self and others, and to contribute to organisation-wide performance. For future leaders, enhancing the c.v.as part of development is also a reward mechanism. The single final principle of evaluation and continuous improvement : The single final principle of evaluation and continuous improvement An explicit and shared approach to evaluation – Organisations identified the importance of evaluating their approach to leadership and management development in order to test, monitor, prove, improve and challenge the systems and practices by which it was delivered. Methods, approaches, tools to support learning : Methods, approaches, tools to support learning In the context of all this, how do we support and facilitate learning to improve individual and collective leadership? The spectrum of ‘delivery’ processes : The spectrum of ‘delivery’ processes Two dimensions:
Formal, structured, programmed (courses etc.) to the ‘learner centred’ approaches: mentoring, coaching, action learning.
Individual focused to collective focussed: organisation development, team building, learning organisation initiatives, business review and development processes (e.g. EQFM model)
A trend to the learner centred and collective approaches, but on a foundation of the formal and individual, not instead. The spectrum of ‘delivery’ processes : The spectrum of ‘delivery’ processes In house off line events for organisation development
Open programmes with external providers
Tailored programmes with external providers
Internal programmes with internal providers
Action learning linked to programmes /basis of programmes
Assessments against competencies, capabilities or in relation to performance management scheme
Developmental involvement with strategic levels of organisation
New styles of programme designs and learning experiences
Induction into (new) corporate culture Changes in the Use of Avenues of Leadership Skills: 2000-2005 : Changes in the Use of Avenues of Leadership Skills: 2000-2005 Taught Learning Formal Setting Self Learning 40% to 60% 18% to 45% 18% to 35% 20% to 35% Experiential Learning Distance Learning Taught Learning Mentored Learning In-house programmes
Chartered institute courses
Business school courses
Customised courses ‘Just-in-time’ tips
External mentoring Computer-based learning
Networking with peers
Case studies; simulation
exercises Stretch assignments
Stepping out of the
comfort zone Leading People Informal Setting In-house programmes
Chartered institute courses
Business school courses
Customised courses Integration with corporate strategy and human resource management processes : Integration with corporate strategy and human resource management processes Effective organisations closely integrate the learning of relevant management competencies with the processes of career development for the relevant individuals and the formulation and implementation of new organisational strategies and policies. Leading contemporary practice : Leading contemporary practice Leading organisations are heading to make about 30% of this provision virtual (e) learning at this stage. There is considerable expectation of a major contribution in this area, but an acknowledgement by the informed that it is by no means clear what is can do and how it can work.
The “killer application” for e-learning authoring does not yet exist. Big money is going into the race for it.
Meanwhile general packages like ‘Dreamweaver’, ‘Flash’, ‘Blackboard’ and Lotus Notes are being pressed into service.
The new generation of e-learning designers and facilitators is emergent and in short supply. Universities: : Universities: Does it apply?
Should it apply?
Could it apply?