Elite Leadership Training consultant’s provide you with creative and exciting team building exercises with innovative and challenging leadership development courses.
Our training programs are tailored to your needs and designed to develop successful teams, skilled leaders, and dedicated managers, based on business, athletic and military principles; accomplished with scenarios where the group has to work together to complete tasks, and leaders are required to make sound and timely decisions. Leadership development is not limited to individual leaders but can also encompass an entire group—fostering peer leadership. Organizations that capitalize on leadership development and training know that the strength of their successful operation is in the hands of good leaders. This entry was posted in Executive Leadership Training, Leadership Challenge Workshop, Leadership Training Courses, Leadership Training Development, Management Leadership Training and tagged leadership development, leadership training, peer leadership. Good leadership in any team or organization of pretty much any size or type is more important than ever in today’s highly competitive and fast-changing world.
To answer this question we need to focus on what should be the core content of a leadership development training initiative and then what is the best vehicle we should select by which to deliver it.
Although there are many ways to categorize leadership development, one popular way to do this is to separate it into the two big headings of leadership style and leadership competencies. Although style is undoubtedly important, a leader’s ability to flex it successfully often rests on the skills that he or she has available in his or her “toolbox”.
There is no single answer to this question, but as the chart below indicates, one approach that we can take, which has widespread application in many organizational settings, is to “cluster” competencies into the four areas shown. Starting at the first cluster at the bottom right above-“Functional knowledge”, there are a range of competencies which relate to the extent to which any leader knows about the organization of which he or she is a part in functional terms. In the next cluster at the bottom left of the chart above is “Personal awareness” or what some may call self-awareness.
In the next cluster-“Interpersonal skills”, there are a range of competencies which cover how a leader relates to other people, either one-on-one or one to many. Leadership development training can take many forms and is usually best delivered by conducting a proper training needs analysis exercise for the intended recipients. Thank you for posting this article and articulating the distinction between competencies and styles. Thanks Brenda and I think you make a valid point about cross cultural competencies and diversity. Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. ReadyToManage is your one-stop shop for world class employee and personal development resources. Leaders need a range of competencies in order to be effective and after a well-run training needs analysis we should be able to identify which skills are most in need of development in any one individual or for a group of people. Learning styles may reflect preferences for a range of quite different experiences for each leader who is to be trained. So what are our delivery vehicle options in the modern world, especially as new technology has evolved so rapidly in recent times to assist with the learning journey?
Although this is a very old and traditional training delivery method it is still one of the most efficient and cost-effective. Although their history was largely in military circles and related to job selection and task aptitude, self-assessments in the last 50 years have diversified greatly and become extremely popular as a developmental activity for all individuals and leaders in particular. Very little coaching was carried out in organizations as little as 25 years ago but today it is one of the primary leadership development training channels. Probably the oldest vehicle for training, the traditional classroom session or workshop (either internally developed or third-party developed) has survived for decades manly by being adaptive and flexible in terms of length and location. Action-learning is an experiential development approach in which a group of people come together in a series of short project-type meetings to help each other to learn from their shared experience. E-Learning is still an evolving technology which acts as a “catch-all” term for learning via a computer. In the last 15 years or so, online technology has made the completion of assessments very easy and the application of 180-degree feedback (the boss to the individual) and 360-degree feedback (the boss and a range of colleagues to the individual) simple to undertake and to then provide a rich report as a result. Leadership and Management conferences have a long history of many decades as a vehicle through which to develop leaders, mainly by introducing them to a series of new ideas in presentations by subject-matter experts and by allowing attendees to interact with peers at a given conference who work in other organizations. Perhaps the youngest and most unknown of the leadership development training delivery options is mobile delivery, especially via smart phones and tablets. The particular content to be covered in any leadership development training is important to carefully determine but, as we have seen, it is equally important to think about the training delivery channel or vehicle that is likely to be most successful given a range of factors. The issue I see is that not enough people are stepping forward to assume the mantle of leadership, and those that do are role-modeling old-style leaders who aren’t equipped to handle the challenges of today and tomorrow.
I think there are two significant factors that carry the lion’s share of responsibility for this state. We need leaders to emerge who will be allowed to grow into the type of leader that’s fit for a 21st century, post-recession economy. There will always be enlightened leaders who realise they are ill-equipped and need to develop a new breed of leaders who will do things differently.
So if new leaders are to emerge and take up their rightful positions at the head of our most important companies and institutions, the lead is going to have to come from them. When we believe “we’re not cut out to be a leader”, we’re basing that on an outdated and inappropriate image of leadership.
Winner of the MERLOT 2013 Classics Award for developing an outstanding, peer reviewed online learning resource.

Since the developmental activities are learning tools, rather than research tools, they have not been formally checked for reliability or validity.
This method allows me to use both an iterative and formative approach to continually improve the learning activities. We specialize in Team Building, Leadership Training, Character Development, Performance Coaching, Academic Training, Motivational Speaking and Organizational Assessments.
We ensure skill development, confidence and growth; we forge the foundation on how leaders and winners think! No leader can operate alone and must work proactively and collaboratively with others to solve the complex problems facing organizations today.
With the help of leadership development, an individual is given the opportunity to improve their skills, develop their talents, manage their weaknesses, and reinforce their ability to use their personal knowledge and organization resources. However, most leaders are not “born” to be effective (or have an “innate” ability to lead) but with a little focus, are “made” or developed over time in order to make the best possible contribution. Leadership style relates heavily to the way that leaders relate to other people and essentially to how they communicate in a range of situations.
For this reason a competencies-based leadership development approach may be the best way to put together a structured program.
This will of course vary by organizational type but is general, any leader in any one function should have a basic knowledge or the other major ones and what they do, so as to ensure that effective and intelligent cooperation or teamwork can occur when it’s called for.
The simple idea here is that no leader can manage others until they can understand and manage him or herself.
The ability to think critically and strategically is often key here, as well as the capacity to evolve a compelling vision and manage the resultant journey to be travelled with good project skills and the ability to analyze and solve problems as they arise. However, in broad terms, early thought needs to be given to whether to focus on leadership style training or leadership competency development.
The ten competencies under each of these cluster headings provides a useful starting point to evolve a leadership development approach that can help any organization’s leaders to be better able to cope with the many situations they encounter. Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience. There are others that could have been included in all 4 quadrants of course -its one of the things that is lost in producing a model such as this. In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. However, the content of the leadership development training is only one side of the equation and we need to give just as much thought to the delivery options that are available to us. The point here is that every leader is different and will therefore benefit from as much choice as can be made available for leadership development training.
In this category, a whole range of leadership books and booklets are available (and continue to be written) as well as many case studies, pamphlets and short training or job-aids (including charts, graphs, table, storyboards and much more).
The process of filling-in a targeted questionnaire on leadership behaviors or on a particular competency or topic for example (which can in itself be highly instructive and educational for the individual), is usually followed by a categorized output report with a number of linked developmental suggestions which the individual questionnaire-taker can then adopt as he or she (or the boss) sees fit. In addition, where coaching was mainly only used in very senior leadership circles, it is now used extensively across the managerial population of many organizations. For the most part they are short sessions (90 minutes to 3 hours on average) in which a facilitator (which may be an external or internal trainer or a line manager) guides the discussion.
Thirty years ago or more leadership workshops may have been 3, 4 or 5 days long and delivered “off-site”, allowing attendees to socialize in both the course (between sessions) and in the evenings. Participants typically came from different functions, levels, experiences or situations.  Working in a team or “set” the group seeks to solve a particular problem in a new or creative way, essentially through a process of sharing and brainstorming. This may be in a fixed classroom type setting, with supervision and support nearby, or provided on a remote-access basis via internet connection (from home or field office location). However, an extension of the conference idea, which tends to limit this social interaction part, is now widely available over the Internet by synchronous webinar (meaning that it is live to everyone attending when broadcast, allowing some interaction between audience members) or asynchronous (meaning that its is recorded and then made available via Podcast or audio only or via Video cast with pictures and sound). The advantage of this vehicle is that the individual can access the learning from anywhere and often anytime, and therefore take very much a self-paced learning approach. These factors will include the individuals’ learning styles, time available, the location of the leaders, cost or budget and available technology to name but a few.
The leaders who got there the hard way (on their own, treading on toes, hugely ambitious, who turned arrogance into an art-form) don’t value ‘leadership development’ and don’t invest in it for their ultimate replacements. But our potential leaders of the future are also a block, because they base their opinion of leadership on what they see today or what they have grown up experiencing from their hierarchical superiors. The people with the money, authority, and definitely the need, aren’t taking the lead here. Can we persuade these leadersaurus’s to see their ultimate extinction and change their behaviours? This won’t happen if they continue to view the leadership model of the past and present as the leadership model of the future. So let’s stop expecting the leaders who are passed their sell-by date to get us out of today’s fix.
I think you make a number of valid points which you might like to work into a guest article on this blog if you are interested. This page may be used as the start of a lesson outline for leadership development and training programs. However, since I have received feedback from numerous sources, including learners and their managers, and then updating the material, I believe them to be fairly accurate tools for a learning environment.

My qualifications include over twenty-five years of experience as a leader in various roles, over twenty years of experience as an instructional designer and trainer, B.A. Our experienced and dedicated staff can provide customized leadership and team-building courses at your location or ours. Therefore every employee should be given the opportunity to gain greater self-awareness and learn how to be a peer leader and a leader of a group or team. Additionally, it builds confidence and unity, which significantly improves the success rate of employees achieving individual and organization goals. It is also concerned with the degree to which leaders can change or “flex” their style when circumstances require a new or different approach. Perhaps most important for most organizations amongst these functional areas is customer service and this is therefore often given the greatest focus in this quadrant in terms of training, although financial management and budgeting often runs a close second.
In this category are therefore a range of competencies which must be either already relatively well-mastered or which should be developed further. In general considerably more money is generally invested by large organizations in training or development in this particular cluster, than any of the other three. This is not only to vary the training experience for individuals but also because every leader is likely to have different preferences in terms of learning styles. Much of this reading is now available via smart phone apps and tablets, giving this channel a whole new lease of life.
This makes self-assessment a very cost-effective way to introduce an individual to a topic or prepare them for other deeper developmental activities. Coaching is still a relatively expensive development option but it is almost perhaps the most tailored or customized experience for an individual leader. This discussion, which can be held as a once-off or a regular basis (such as at 9.00 am every first Tuesday of the month) is usually “themed” or topic-focused and allows some information to be presented to the group but typically takes most of the time for discussion or activities to take place. Today, leadership workshops tend to be much shorter, with one or two days being the norm, and much more likely to be delivered “in house”. Sometimes, action-learning projects are set-up as a stand-alone development activity but can also be added to other forms of leadership development efforts (and especially traditional classroom workshops or even during or following e-learning sessions).
E-learning modules vary greatly in content, length, quality and cost and have suffered a reputation for being very “hit or miss” in terms of their effectiveness (particular due to high levels of program abandonment if not well-supported).
This channel can be considered as different to the others in as much as it is a technology vehicle to provide many of the other training activities described above. Each of the ten delivery options described above can stand alone as a learning experience but increasingly are used in combination or what is popularly called “blended-learning” fashion. It leads them to the conclusion that “I’m not cut out to be a leader” or “I don’t see myself as leader material”. These senior leaders who know no other way to lead other than the way they have led in the past are not best-placed to see this leadership revolution through. Can we encourage them to take a different approach and throw their full support behind the new generation? Some of these (such as ethics or emotional intelligence for example) are not necessarily easy to train or possible to develop quickly. Today reading is rarely the only leadership development training activity but it is often included before and after other experiences such as self-assessments, workshops and e-learning, for example. It also allows the leader to regularly talk with an experienced and skilled individual outside the organization.
This is a cost-effective educational option and often needs only short training aids or hand-outs to make the experience a useful one (both for the session leader and the attendees). They have also changed in format in recent times with the use of more varied exercises, games, simulations and case studies now being more often in the mix as well as technology contributing to a much greater extent (such as the use of laptop use for all attendees and videos in presentation material for example).
However, e-learning modules are rapidly changing for the better in general and this approach is likely to be a much more cost-effective and successful leadership development training vehicle in the future, as long as great care is taken in designing or choosing the applicable program, and in particular if such modules are used in combination with other training delivery methods.
In addition, the bias today is to move away from the more passive and theoretical leadership development approaches of the past and move towards more visual and experiential learning approaches in every channel. However, these are often foundational skills which will provide a stable foundation upon which other skills can be learned at a later stage. Some coaching can also be achieved by external and internally appointed mentors but this is still used on a relatively limited basis. Workshops remain popular in larger organizations but they can be expensive to put on, so are often reserved for more senior staff. At the moment this approach is still very much in its infancy at an organizational training level. As the Chinese philosopher Confucius said over 2,500 years ago in this regard: “I hear and I forget. However, this is likely to change rapidly in the next decade or so, especially with then huge explosion of specialized learning “apps” for the smart phone can tablet. I do and I understand.” In combination therefore the more these training channels can be used together intelligently, we more we give individuals the practical skills they need to be better leaders in action than just better leaders in theory.

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