Leadership training frequently involves company growth and strategy instruction, as well as management coaching to strengthen leadership abilities. The goal of executive coaching is to provide leaders with the skills they need to manage and influence their teams. It aids with the organization and integration of complicated thoughts into a patchwork of words and images. To successfully work and communicate with the managers, it is necessary to organize meetings and communicate by providing valid and relevant facts related to the specific reasons for implementing particular decisions.
In a firm’s management, the chief executive officer is the representative of the top-level administration. While each company is different, CEOs are frequently in charge of growing the business, increasing profitability, and, in the context of public corporations, increasing share prices. The researchers’ findings imply that CEO personality qualities have a significant impact on strategy and organizational transformation, but that the pattern of these effects varies depending on the success of the companies recently (Harrison et al., 2019). A new CEO will devote a significant amount of time to talking with personnel to learn about the firm, what works and what does not. This individual be compiling a never-ending to-do checklist of all the parts of the organization that require attention. As the new CEO compiles that list, he can begin looking for fast wins to pursue. Working with the management group to develop clear objectives and priorities for the upcoming quarter, if they do not already exist, is one example. Thus, a situation when a new manager of the firm possesses different characteristics is normal, and establishing a great level of communication with this person is essential.
CEO change can lead to beneficial situation since the current organizational staff can promptly explain and describe internal business processes. The findings imply that firms might take full advantage of leadership changes by strategically releasing new goods during the transition phase (Lin et al., 2019). Concerning the leadership development program, it is feasible to state that it is compulsory to discuss the details and potential content of the framework with the new CEO. The designer of the program should organize a meeting with the new CEO, for instance, inviting also other experienced colleagues, in order to present the relevant framework, illustrating the practical implementation aspects. In fact, if the new leader is a fully-qualified specialist, a proper presentation of the figures and statistics will assist the developers in persuading the CEO in keeping the actual selection of categories. The data should depict real usefulness of the program and include exclusively important information.
Leadership development is the practice of enhancing an individual’s ability to function in a leadership position within a company. Leadership positions are those that enable an organization’s plan be implemented by fostering alignment, obtaining mindshare, and developing the talents of others. Leadership training courses are brief programs designed to assist people replenish and advance their current leadership abilities so that they may be more effective in their present and future jobs. In particular, meta-analytical research reveals that leadership training program is successful, resulting in advancements in leaders’ reactivity, education, exchange, and results assessment methods (Cohrs et al., 2019). Leadership training has been found to benefit not only the managers who participate in the program, but also their adherents (Cohrs et al., 2019). Higher subordinate efficiency or productivity owing to supervisor support, greater safety regulations, and improved health are all positive consequences of leadership training on adherents (Cohrs et al., 2019). In general, leadership programs should be elaborated for and applied to all the parts and workers in the organization, including present managers since constant development in the rapidly changing business environment is crucial for success.
Referring to the case scenario, in which the top-level management of the firm confidently refuses to participate in the leadership training program under all sorts of pretexts, it is feasible to emphasize external factors. The business environment is rapidly changing and dynamic since it is always evolving. It is not permanent and is increasingly diverse, and its constituents are likewise highly flexible and unpredictable. Leadership development enhances employee commitment, improves the organization’s authority to cope with effective talent shortfalls, and lowers the problems and costs of turnover. Hence, it is obligatory to explain the aspects of the development of business sphere, which requests prompt adjustments in terms of expertise and education. Thus, it can be proposed to discuss with the leaders the practical issues related to professional development. In addition, it can be suggested to demonstrate a comparison of how, for instance, firms-competitors can provide better results due to the constant training of the managers.
Since the present organizational personnel can instantly explain and clarify internal business procedures, a CEO transition might be helpful. In terms of the leadership development program, it is reasonable to assert that the details and prospective content of the framework must be discussed with the incoming CEO. The program’s creator should convene a meeting with the incoming CEO, maybe with the participation of other senior peers, to present the appropriate framework and demonstrate the practical implementation elements. It is possible to present a comparison of how, for example, firms-competitors may produce superior results as a consequence of ongoing management training.
References
Cohrs, C., Bormann, K. C., Diebig, M., Millhoff, C., Pachocki, K., & Rowold, J. (2019). Transformational leadership and communication: Evaluation of a two-day leadership development program.Leadership & Organization Development Journal, 41(1), 101-117. Web.
Harrison, J. S., Thurgood, G. R., Boivie, S., & Pfarrer, M. D. (2019). Measuring CEO personality: Developing, validating, and testing a linguistic tool.Strategic Management Journal, 40(8), 1316-1330. Web.
Lin, C. W. W., Rai, D., & Tran, T. P. (2019). CEO change and the perception of enhanced product: An implicit theory perspective.Journal of Consumer Marketing, 36(5), 677-691. Web.