Leadership development

The leadership development promotes leadership skills and is a part of human resource development . The target group are active managers and junior managers .

subjects

Self-management as a prerequisite for assuming leadership responsibility

Personal resources (strengths, weaknesses, goals, self-control ), volition (management)

Development of leadership skills as one (of several) management skills
Comprehensive development of management skills Management skills
Self-image and external image of behavior in 360-degree feedback
Training of leadership behavior in a management simulation game
Performance and potential assessment of executives in the management audit
Promotion of entrepreneurial skills in business simulation
Implementation of change processes through transformational leadership
Self-image as a manager ( leadership ethics , leadership style , leadership role )
Leadership culture (what does leadership mean in this company)
Self-organization , time management , team organization , project organization
Communication as a basic competence of managers
Behavior in groups ( group dynamics , moderation )
Initiating and accompanying change processes
Personal maturity ( ego development )
Management instruments ( employee appraisal , conflict resolution , target agreement , problem-solving techniques , motivation , implementation skills )

Soft skills (communicative key qualifications)

Methods

Long-term learning process

In larger companies, leadership development is designed as a learning process in a mostly closed group. The joint process takes place in several modules lasting several days, spread over one to two years. The processes are partly self-organized taking into account the methods of group dynamics and organizational development . All methods of personnel development are also used in executive development.

Project and study group

Between the seminar modules, the groups work on their own projects and do personal homework that confronts them with challenges and in which they deepen and implement what they have learned. As a learning group , they support each other. These learning groups often network the managers across departments with corresponding effects on the corporate culture . Study groups are often accompanied by a "godfather", a member of senior management circles, which leads to mutual inspiration.

Coaching

Coaching and supervision accompany the personal and common learning process.

literature

Louis Carter et al., Best Practices in Leadership Development and Organization Change, San Francisco, 2005
Martin Hanauer: Future-oriented management development. A qualitative study on the implementation of comprehensive management development at middle and lower management level. Publishing house Dr. Kovac, Hamburg 2009, ISBN 978-3-8300-4551-9
Daniel F. Pinnow (2nd edition 2006). Leadership - what really matters , Gabler-Verlag, ISBN 978-3-83490331-0