CONTENTS
About the Author
Chapter 1: Introduction
Purpose
Intended Audience
How This Book is Organized
Chapter 2: Leadership Competencies and Characteristics
Chapter 3: Designing a Leadership Development Program
Competencies with Related Activities
Activities Related to Competencies
Chapter 4: Increasing Awareness—Self and Others
Chapter 5: Communicating and Influencing
Chapter 6: Motivating and Engaging
Chapter 7: Developing and Managing
Chapter 8: Increasing Leadership Effectiveness
References
Index
About Pfeiffer
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Copyright © 2011 by Karen Lawson. All rights reserved.
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Library of Congress Cataloging-in-Publication Data
Lawson, Karen.
The trainer’s handbook of leadership development : tools, techniques, and activities / Karen Lawson.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-470-88603-8 (pbk.)
1. Leadership—Study and teaching. I. Title.
HD57.7.L383 2011
658.4’07124—dc23
2011017906
Acquiring Editor: Matt Davis
Marketing Manager: Brian Grimm
Director of Development: Kathleen Dolan Davies
Developmental Editor: Susan Rachmeler
Production Editor: Mark Karmendy
Editor: Francie Jones
Editorial Assistant: Michael Zelenko
Manufacturing Supervisor: Becky Morgan
ABOUT THE AUTHOR
Karen Lawson is an international consultant, speaker, and author. As founder and president of Lawson Consulting Group, Inc., she has built a successful consulting firm specializing in organization and management development as well as executive coaching. She has extensive consulting and seminar experience in the areas of team development, communication, leadership, and quality service across a wide range of industries. Clients include a variety of prominent organizations from the financial services, pharmaceutical, telecommunications, manufacturing, health care, government, and education sectors. In her consulting work with Fortune 500 companies as well as small businesses, she uses her experience and knowledge of human interaction to help leaders at all levels make a difference in their organizations.
Karen is the author of The Trainer’s Handbook, Updated Edition; The Art of Influencing; Improving On-the-Job Training and Coaching; Improving Performance Through Coaching; The Trainer’s Handbook; Train-the-Trainer Facilitator’s Guide; Involving Your Audience—Making It Active; Skill Builders: 50 Communication Activities; New Employee Orientation Training; and Leadership Development Basics, and coauthor of 101 Ways to Make Training Active. She has also written chapters for many edited collections, in addition to numerous articles in professional journals.
She holds a PhD in adult and organizational development from Temple University; an MA in English from the University of Akron; and a BA from Mount Union College. She is also a graduate of the National School of Banking in Fairfield, Connecticut. She is one of only four hundred people worldwide to have earned the Certified Speaking Professional designation from the four-thousand-member National Speakers Association. She has received numerous awards for her outstanding contributions to the training and speaking professions, and was named one of Pennsylvania’s “Best 50 Women in Business” as well as one of the Philadelphia region’s “Women of Distinction.”
She has been actively involved in such professional organizations as the National Speakers Association and the American Society for Training and Development, holding leadership positions at both the local and national levels. She is also an active member of the Union League of Philadelphia.
Karen is currently an adjunct professor at Arcadia University in its International MBA program, and she has taught at several colleges and universities at the graduate and undergraduate levels. She has presented at several professional conferences in the United States, Asia, and Europe.
CHAPTER ONE
INTRODUCTION
In this fast-paced global environment of the twenty-first century, the need for effective leaders has never been greater. There is no doubt we are experiencing a leadership deficit throughout our society—in corporations, governments, and communities. Almost daily we are bombarded by articles in newspapers, professional publications, blogs, and other various media bemoaning the lack of qualified leaders to meet the challenges of a diverse workforce, global competition, and an uncertain economy. As a result, organizations are experiencing increased pressure to develop their leaders from within.
The first step in leadership development is to identify organization-specific leadership competencies and characteristics. The next step is to equip the organization’s leaders with the behaviors, knowledge, and skills to meet the needs and expectations of their employees, customers, communities, and other stakeholders. The biggest challenge you may face in developing leaders is to create learning experiences and tools that enable the organization’s potential and current leaders to internalize and demonstrate necessary leadership traits and behaviors that will ensure the organization’s success.
PURPOSE
This activity-based book is designed to provide leaders and those responsible for training leaders with a variety of tools and techniques for developing leadership competencies and characteristics. In addition to emphasizing basic core management skills, this work is influenced by current research on leadership practices and addresses less “tangible” characteristics and traits, such as empathy, agility, authenticity, resilience, and congruence, just to name a few.
The book draws on research by such thought leaders as Warren Bennis, Ken Blanchard, James Kouzes, and Barry Posner, as well as organizations including the Society for Human Resource Management, the Corporate Leadership Council, the Center for Creative Leadership, Right Management Consultants, and others.
INTENDED AUDIENCE
This is a “must have” for busy professionals who are charged with developing leadership competencies and characteristics. Readers who will benefit from this book include
- Chief learning officers and other learning leaders
- Organization development professionals
- Human resource professionals
- Senior managers and other leaders
- Consultants
The book presents a practical, easy-to-use leadership development toolkit that is readily adaptable for both group and individual application. It includes thought-provoking activities designed to create real behavior change. Several of the activities can be used for self-study as part of a structured leadership development program. The book also provides resources and methods for addressing “difficult-to-teach” leadership traits.
HOW THIS BOOK IS ORGANIZED
The Trainer’s Handbook of Leadership Development reflects the active-training techniques described in The Trainer’s Handbook, Updated Edition (Lawson, 2009). The activities are based on adult learning theory, follow the experiential learning cycle, and address all three learning domains: cognitive, affective, and behavioral. Incorporated in the activities are self-assessments, checklists, models, and other valuable handouts and resources.
Chapter Two identifies the forty-five leadership competencies and characteristics addressed in the activities. Each competency or characteristic includes a definition, one or more relevant quotations, and a brief description of the importance of that skill or trait to leadership effectiveness. You can use this information to enhance the process and discussion described for each activity.
Chapter Three helps you begin a leadership development seminar or workshop series by providing four activities to help create the context and prompt participants to begin thinking about and exploring the concept of effective leadership. You may elect to use any or all four of the activities—and in any order—depending on the intent and the time available for the introductory portion of the training design. You can use the two matrices in Chapter Three to determine the activities you want to use to address a particular competency or characteristic.
Chapters Four through Eight are the heart of the book. These chapters include all the activities related to the leadership competencies and characteristics described in Chapter Two. Each activity is arranged as follows:
- Identification of the competency or competencies addressed in the activity
- Brief description of the activity
- The activity’s goal or goals—that is, what participants will be able to do as a result of experiencing the activity
- Amount of time required
- Materials and preparation
- Step-by-step process for introducing and conducting the activity
- Suggested discussion questions to debrief the activity
- One or more suggested variations for modifying the activity
- Accompanying handouts, such as checklists, assessments, models, case studies, role-play instructions, and so on
You can use the activities to design a leadership development program “from scratch,” or as enhancements to existing modules. However you choose to use them, you will find them to be engaging, energizing, enlightening ways to involve, inspire, and influence the participants in your leadership development programs.