Training Industry Magazine - Leadership 2015 Special Edition - (Page 16)
FACTORS THAT PREDICTS LEADERSHIP POTENTIAL
1. Cognitive complexity and capacity
Key descriptors: conceptual thinking, strategic thinking, differentiating,
integrating
2. Drive and achievement orientation
Key descriptors: initiative, perseverance of effort, consistency of interest,
achievement, realization
3. Learning orientation: self and others
Key descriptors: learning orientation, continuous improvement, openness to
feedback
4. Personal and business ethics
Key descriptors: personal and business ethics, fairness, authenticity, honesty,
integrity, trust
5. Motivation to lead
Key descriptors: leadership self-efficacy, leadership emergence, value leading
others
6. Social and emotional complexity and capacity
Key descriptors: emotional intelligence, interpersonal sensitivity, emotional
resilience
or coach and receiving feedback), and 10
percent comes from formal education (taking
a classroom or e-learning course, for example).
Development plans created for leaders are too
often weak on the 70 percent and contain vague
recommendations.
The development plan - or prescription - must
be specific about the types of situations to which
the leader must be exposed. Learning while
working on real business issues or assignments
is very powerful, as confirmed in the Deloitte
study referenced above and in the white paper,
"Demystifying 70:20:10," published by Deakin
University in 2012.
A DEVELOPMENT
SOLUTION NEEDS
TO INCORPORATE
THE VARIOUS
WAYS OF
LEARNING.
In her review of the research, Cindy McCauley
from the Center for Creative Leadership pinpoints
five major categories of development situations
or areas that support concepts included in the
70:20:10 principle:
* Challenging assignments (learning by doing)
* Other people (learning from others)
* Hardships (learning from difficult situations or
mistakes)
* Coursework (formal learning)
* Personal life experiences (learning outside
work)
Actually, the specific percentage doesn't really
matter. What is critical to retain from the model
is that leaders, and any employees in fact, learn
multiple ways. Providing courses is an excellent
way to accelerate learning, but doing only that
is not sufficient. A development solution needs
to incorporate the various ways of learning.
16
The learning that comes from rich experiences,
such as working on a cross-functional team to
implement a company-wide system, getting an
international assignment or taking the lead of a
division in recovery mode, is absolutely critical
and not to be forgotten. Identifying established
leaders who can support the growth of a
leader and creating a connection between the
two individuals is also a great way to support
leadership development.
There are plenty of new and emerging tools
available that support learning. Dan Pontefract,
author of the book, "Flat Army," utilizes the
term "connected learning" to describe today's
increasingly
digital
learning
ecosystem.
Although the mode of delivery may change as
technologies evolve, the basics of connected
learning never change. The swirling mix that
makes up connected learning features formal,
informal and social learning, which may utilize
several modalities, such as blogs, websites,
video conferences and virtual instruction.
Pontefract defines the three modes of learning
or development as:
* Formal. A self-contained and scheduled
learning event, typically but not always tracked,
providing a comprehensive and at times logical
or sequential approach to a topic. "Let's be clear,
formal leadership training is not going away,
nor should it," Pontefract says. "You can't have
an organization think that there is no room for
classroom or formal e-learning."
* Informal. An opportunity without conventional
structure, atypical in relation to formal learning,
providing guidance, expertise or acumen
typically in a nonformal environment. It may
occur as a town hall meeting, coffee chat or
coaching session.
* Social. An exchange of ideas, knowledge or
information typically characterized by friendly
interaction through online services that
provides supplemental understanding often via
personal and professional networks.
Jay Cross, author and informal learning guru,
gives an interesting analogy for formal and
informal learning: "Formal learning is like riding
a bus: the driver decides where the bus is going;
the passengers are along for the ride. Informal
learning is like riding a bike: the rider chooses the
destination, the speed and the route."
The critical point here is that leaders will
maximize their growth and chances to progress
in their career if they leverage multiples ways of
learning and learn constantly, no matter how it is
being categorized.
Jocelyn BĂ©rard is the international vice president
of leadership and business solutions at Global
Knowledge. Email Jocelyn.
Training Industry Magazine - Leadership 2015 Special Edition
Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition
Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2024
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2024
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2024
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20201112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20191112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20181112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112_se
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20161112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016sales
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015outsourcing
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015leadership
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008spring
https://www.nxtbookmedia.com