The CIPD recently produced a report into the future of leadership & management development in organisations.
"New research reveals the need for a new breed of leadership, which requires
development programmes aligned with corporate culture, values and priorities
A new type of leadership is needed in modern organisations in order to
build positive workplace cultures that get the best out of people and support
innovation, empowerment and ethical behaviour. This is a conclusion that emerges
from a new CIPD research report Perspectives on leadership in 2012: Implications
for HR. The report summarises the main developments in recent leadership theory
and leadership development, as well as the key role of HR in building leadership
It highlights various factors that are influencing leadership
theory, including falling levels of trust in political and business leadership
as a result of the financial crisis, the MPs expenses scandal and public concern
over excessive boardroom pay, bonuses and rewards for failure.
authors, Rachel Lewis and Emma Donaldson-Feilder, examine the elements of three
emerging strands of leadership theory; relational leadership, values-based
leadership and contextual leadership.
The first two highlight the
quality of the relationship between leader and their direct report, and
emphasise the importance of leaders who are self-aware and can display honesty,
integrity and strongly held ethical and moral principles. Contextual leadership
focuses on how leadership is influenced by the culture and systems of the
organisation as a whole, for example, by its values and the extent to which
managers are empowered to lead at all levels of an organisation.
report also highlights key insights for leadership development, for example,
evidence suggesting that if a manager regards themselves as a leader they are
more likely to behave like one. Managers must also want to learn if development
activities are to have any impact so a focus on understanding why people might
be motivated to become leaders is also crucial.
examines the critical role of HR in developing leadership capability by
Defining what good leadership is
• Developing leadership and follower
• Creating systems, processes and policies that support good
• Creating conditions in which the value of leadership is
• Ensuring that leadership development frameworks are aligned with
organisations' core purpose and values
• Deploying a range of ongoing
learning interventions to support sustained behaviour change.
Cheese, CEO at the CIPD, comments: "Leadership is no longer just about the
boardroom; managers at all levels need leadership skills - the power to win
people's hearts and minds and build relationships based on mutual trust and
respect. In an increasingly knowledge-based economy, the key to performance is
through engaging employees in ways that produce discretionary effort and
creating an environment which encourages greater employee empowerment and voice
to facilitate the exchange of ideas and know-how."
"Today's leaders need
to be self aware, have a strong moral compass, and understand that their
behaviour is key to whether an organisation's values are worth more than a
passing reference in the annual report or on the company intranet.
order to build this type of leadership capability, the role of HR is
fundamental. HR needs to ensure that how managers are recruited, managed,
trained and promoted supports the development of required leadership skills and
behaviours. HR must ensure that leadership development frameworks are aligned
with organisations' core purpose and values and understand how to deploy a range
of ongoing learning interventions that actually lead to sustained behaviour
change. The days of sheep-dip manager training are over."
The full report
can be found here: http://www.cipd.co.uk/hr-resources/research/perspectives-leadership-2012.aspx"