Building Your Leadership Capacity with ICC

 In Blog

By: Shawna Simcik

Building Your Leadership Capacity with ICC

 

Leadership infographic (1)

If you’ve read one, you’ve read them all – a book on leadership. There are literally hundreds of books on this topic, but for good reason. Studies abound have demonstrated that organizations that prioritize leadership and management development are much more effective in meeting the expectations of their employees, stakeholders and customers. It has been said that the better the leadership, the better the organization is to ride out challenging times. Understanding leadership can get a tad complicated, and many efforts have been and are being made to create a model or theory (::cough::hence the hundreds of books) that captures key principles of the art and science of leadership.

One of the early approaches to understanding leadership was the identification of specific “traits” that leaders supposedly possessed. This is referred to in literature as Trait Theory. In the 1940’s, questions on how to measure such traits continued to challenge trait theory, and researchers began thinking about measuring behavior in what is now called Behavior Theory. Today, leadership theorists talk about two types of leadership models – Situational or Servant Leadership. Here’s a quick look at the two:

Situational Leadership: Attempts to explain why a leader who is very successful in one situation may fail in another. Have circumstances changed or been altered?

  • Developed by Hersey and K.H. Blanchard. This leadership theory holds that a leader’s most appropriate action or behavior depends on the situation and on the followers.
  • Hersey and Blanchard group leaders into four styles of leadership: delegating, supporting, coaching, and directing. Their theory assumes that each of these leadership styles can be effective, depending on the development level of the individual or people you are leading.

Servant Leadership: Represents a philosophy in which leaders focus on increased service to others rather than on increasing their own power.

  • Coined by Robert K. Greenleaf in The Servant as Leader, an essay first published in 1970.
  • The goa l is to enhance the growth of individuals in the organization and increase teamwork and personal involvement.
  • Theory is based in ten key behaviors and are central to the development of a Servant Leader including, but not limited to, listening, empathy, awareness, persuasion and stewardship.

Regardless of the leadership theory in which you or your organization subscribes, organizational leadership is a complex issue and topic, and one that cannot be ignored. Building leadership capacity in an organization should be a top priority.

ICC recently released a new leadership development model, iLEAD to build leadership capacity within your organization. We would love the opportunity to share it with you. If you are interested in learning more, contact us at Info@InnovateICC.com or 855-865-4400.

 

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