Leadership
Personal observation of one’s own leader can provide a very qualitative view of both the positive and negative forms of personal leadership which can enhance an individual’s learning development.
Academic and vocational leadership qualifications can be internationally achieved and contribute to the career development of organizational staff.
This is however, generally focussed on theories and knowledge based learning, which only provides the foundation to face the realities of workplace application.
The essence of learning how to lead will more often be the result of experience, which sometimes means learning from mistakes.
Organizations should invest in both collaborative and experience learning to instil confidence and encourage innovation within a working environment, whilst the elements of corporate risk are managed.
As briefly mentioned earlier, a true account of leadership ability cannot be measured or observed
until an individual is subjected to unfamiliar pressure.
Some of the more conducive methods of learning are through continuous feedback/feed forward.
This can be achieved within a 180/360 degree setting, but is more effectively developed through self-assessment and reflection. Recognising personal limitations and striving to improve is accepting responsibility, which is the highest form of a leadership trait and will set a path for the way forward, through conscious willingness of self development.
The results of clear and strong leadership provide an organization with confidence, clear mission orientation, the ability to adapt and a direction which can only encourage and therefore retain a valued and content workforce.
Gerwyn Harkett is an internationally experienced Training Consultant. He has worked within the UK Armed Forces, UK Ministry of Defence, Emirati Government Authority and UAE Vocational Education Institute.