Building leadership development programmes : zero cost to high investment programmes that work / Nigel Paine.

Format:

Book

Author/Creator:

Paine, Nigel, 1952- author.

Contributor:

ebrary, Inc.

James Hosmer Penniman Book Fund.

Language:

English

Subjects (All):

Leadership.

Executive coaching.

Executive ability.

Organizational behavior.

Physical Description:

1 online resource

Place of Publication:

London ; Philadelphia : Kogan Page, 2016.

System Details:

text file

Summary:

Most leadership programmes fail when judged on whether they achieve lasting impact and behaviour change - because what is covered is often forgotten after the programme ends. Building Leadership Development Programmes is designed to show how leadership development should work. It challenges the widely accepted notion that leadership development cannot be measured and it exemplifies how to design programmes in line with organizational needs to deliver lasting and measurable impact. Structured around detailed case studies from round the world, this boo-looks at a range of approaches from near zero-cost options to high-end investment. It helps readers think through what it is they are actually trying to achieve, offering processes to establish what is necessary for their organization and how to take a longer view, rather than looking for quick fixes. Detailed guidance will help readers identity the right measures to ensure impact and the right methodologies to adopt, including coverage of leadership coaching, mentoring, social learning and action learning. This book is essential reading for any L&D professional and blows apart the idea that expensive training courses are always required. Book jacket.

Contents:

Part 1 The Leadership Challenge 7

01 The leadership context 9

The changing climate 11

What skills are required? 12

The importance of context 15

Keith Grint's Four-Fold Typology of Leadership 17

Moving away from individual to organization and culture 19

Work is changing 23

The social age 26

Conclusions 29

References 30

Part 2 Improving the Paradigm 33

02 Beyond the corporate university: GE's Crotonville 35

Introduction 35

The background 37

Reimagining Crotonville 43

Start with the experience you want to create 47

What can we learn from Crotonville? 50

Conclusion 54

References 55

03 Leadership on the edge: Discomfort as a learning experience 57

What is Foundation 2041? 59

Leadership and the Antarctic 61

The journey 63

A chronology of the expedition 65

What does a day look like in the Antarctic? 68

The elements of the leadership programme 70

More detailed examination of some of the participants 71

Did the initial promise of change last? 76

Follow-up and conclusions 78

References 81

04 Rethinking executive leadership development: DeakinPrime 83

The context 83

What is different? 85

The core principles 88

Structure and critical success factors 89

Outcomes 95

Core lessons to take away 96

References 99

05 Leadership as a catalyst for change: The example of the NHS 101

The context 101

NHS Leadership Academy programmes 104

The NHS leadership suite of programmes 108

The special contribution of blended learning 121

Core lessons 122

References 124

Part 3 Changing the Paradigm 127

06 Any time, any place leadership: BP's digital leadership development 129

Digital age learning at BP 129

Capgemini: from virtualization to digitization 130

Leadership online at BP 132

The seven principles 133

How were the programmes organized? 135

What did the programmes look like? 136

How does it work? 138

The design principle 139

The digital offer 141

The app 142

Measurement of outcomes 144

Individual or community 145

Mentoring and expert input 146

The senior leaders programme 146

Points you should take away 147

References 149

07 Leadership development as storytelling: Social leadership in a large company 151

Introduction and context 151

What is the structure? 153

What is the programme like? 155

Who runs the programme? 158

The lessons learned 161

Key issues to consider 162

References 165

08 Making online learning an immersive experience 167

The context 167

The development process 171

The virtual campus 171

What else? 174

Building a sense of reality 175

What is the impact? 179

Issues to note 181

Lessons for others 182

Conclusions 184

References 185

Part 4 Elements for Transformation 187

09 Action learning: The community develops itself 189

Introduction 189

What is a typical action learning set? 200

The three stages of an action learning set 202

Facilitation 204

Conclusions and next steps 207

References 208

10 DIY leadership development: Ensuring leadership development when you have a very low budget 209

Google's focus on fast internal solutions 209

Other strategies 215

Conclusion 232

References 232

11 The shape of the future: The increasingly powerful role of technology 235

Virtual reality 238

Artificial intelligence 240

Personal digital assistant 244

The rise of social networking software 246

What you should take from this chapter 248

References 249

Part 5 Lessons Learned 251

12 How to move forward 253

Conclusions 254

How to build better leadership programmes 262

Ten top tips to finish 265

References 266.

Notes:

Includes bibliographical references and index.

Electronic reproduction. Palo Alto, Calif. Available via World Wide Web.

Description based on print version record.

Local Notes:

Acquired for the Penn Libraries with assistance from the James Hosmer Penniman Book Fund.

ISBN:

9780749476946

074947694X

Publisher Number:

99969476797

Access Restriction:

Restricted for use by site license.