Table of Contents

Self-Management and Leadership Development

Self-Management and Leadership Development

New Horizons in Management series

Edited by Mitchell G. Rothstein and Ronald J. Burke

Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges.

Chapter 12: Enlisting Others in Your Development as a Leader

Dawn E. Chandler and Kathy E. Kram

Subjects: business and management, business leadership, organisational behaviour, politics and public policy, leadership

Extract

Dawn E. Chandler and Kathy E. Kram INTRODUCTION You learn more quickly under the guidance of experienced teachers. You waste a lot of time going down blind alleys if you have no one to lead you. (W. Somerset Maugham, The Razor’s Edge, 1944) John Lee and Joe Anderson mutually left Joe’s yearly performance review discussion frustrated. Joe had been hired by XYZ Corporation two years prior. At the time, he had been identified as a high-potential candidate who John envisioned taking on a key leadership role in the fourth year of his employment. Unfortunately, John mused, Joe had not yet developed the competencies that were critical to success in the role for which he was targeted. While John needed to have an in-depth conversation with Joe about Joe’s efforts to develop his leadership capability over the past two years, his intuition hinted at the key reason for Joe’s slow progress. One of Joe’s comments in particular suggested the reason: when John asked why Joe didn’t try to seek him out with any degree of frequency for advice, Joe stated, ‘I’ve always prided myself on my self-sufficiency and I felt that I would be signaling incompetence if I asked for your help with anything’. By comparison, Joe’s counterpart, Ben Levine, who had seemed to have less natural leadership capability when he was hired in the same role as Joe two years prior, had impressed John and other senior leaders alike; he would be going up for promotion within the next six...

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