Do the benefits of leadership development programs outweigh the costs?
Considering the alternative to not having a leadership program within the organization, you would have to constantly recruit from outside sources, or just hope that there is a natural leader within the employee pool that can be promoted. This can be a costly way of doing business when you consider the recruiting process, the incentive package to entice trained leaders, and the down time as someone new has to learn specifics of the day to day operations. Without a cadre of effective current and future leaders, a company would lose its competitive edge (Dubrin, 2013). Leadership development programs are not guaranteed to develop every candidate into a manager, so the assumption that there is negative cost associated with those removed from a program, but even those who don’t rise to the level needed will return to the employee pool with some understanding of leadership.
Is leadership development an individual or strategic choice?
Development training is a strategic role that an organization takes on as part of their long term goals. The growth of the employee pool is a dynamic part in developing the growth plan of the organization
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Leadership development programs, in my opinion definitely outweigh the costs, especially with effective programs that train, mentor, and discipline new and seasoned leaders. For instance, in the Army, as a Non-Commissioned Officer, we have leadership development programs and institutional programs at almost every level of growth. Each level provides more insight, new knowledge, and leadership mentoring for the leader. These programs costs, individually, almost $5,000.00 per year per leader but the end result makes the cost irrelevant, in most cases. The Army uses Single-loop learning development in individual based growth which is “when learners seek minimum feedback that might substantially confront their basic ideas or actions. As in the example of the high-turnover leader, single-loop learners engage in defensive thinking and tend not to act on the clues they receive.” (DuBrin, 2013, P.475) I feel this is one of the biggest downfalls of the Army, because the institutional training provides a much broader level of leadership development.
In my opinion I believe that leadership development is both individually based and a strategic choice for any organization. For instance, leadership development on the individual side should be done to set yourself aside from your peers by doing self growth training, maybe higher education, or certain certifications. On the other hand mass institutional leadership training is strategic for an organization because you have a defined way that you want your leaders to function and keep them within certain boundarie
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1. Do you think Erin Barker will eventually be successful in her role in international liaison? Why/Why not?
I think that she has the determination to be successful. She knows the language, which is a huge advantage. French managers, are described as acting, “Part of an elite class, and they behave in a superior, authoritarian manner” (Dubrin, 2013, p. 450). This mentality coupled with the consideration of the gender of Erin, might make it a difficult undertaking. I think Erin is getting typical attitude displayed towards outsiders. However, I believe that they are more impressed with her knowledge of the language and culture than they are leading on. I think it will take her some time but eventually she will be successful.
2. What would your approach in a similar role be?
If I knew the language, I would take a more direct approach. Since I don’t I would be more cautious not to offend or disrespect them by being too brash. Ultimately, I need their cooperation but I understand that I am in their territory. I can respect Erin’s patience and persistence in the matter.
3. How would you deal with issues arising from cultural diversity? Suggest two or three viable measures.
For this particular problem, I would elect to set aside differences and focus on common ground. (Ten Strategies for Dealing with Diversity, n.d.). I think that it’s a more difficult situation because there is no intermediary presence, it is just Erin and the Dijon managers. Conflict resolution is a two way road and sometimes requires a middle man to help resolve issues. If Erin is doing all the bending and the managers remain firm, the issue will not be resolved.
Strengthening prerequisites for positive use of diversity is another important strategy I would recommend. (Ten Strategies for Dealing with Diversity, n.d.). This requires facilitators or “bridge people” to help build tolerance, nurture respect, and make quality dialogue. Essentially, Erin is the facilitator as the liaison, but maybe by creating more active involvement from the CEO or U.
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Erin will be successful. Her initial dedication to speaking French and learning about Dijon, displays how much she is willing to put in to the new position. It is not odd that she is apprehensive at the start. It will not be an easy transition since the Dijon staff doesn’t take her seriously at first.
Erin should research a little more on the “cultural sensitivity, an awareness of and a willingness to investigate the reasons why people of another culture act as they do.” (Dubrin, 2011 p. 451) Knowing why the Dijon management is acting negatively towards her can help her understand how to approach them on her next visit. She can adjust her “global leadership skills” to adhere to productivity form the management.
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