© 2015 UC San Diego Extension

EXPLORING CONTEMPORARY EXPLORING CONTEMPORARY MANAGEMENT CHALLENGES:MANAGEMENT CHALLENGES:

Developing LeadersDeveloping Leaders

UCSD EPSE and LAMP Student UCSD EPSE and LAMP Student Research Assignment 2015; Research Assignment 2015;

Combined Findings Combined Findings

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OUTLINEOUTLINE

The AssignmentThe Assignment

Information ReceivedInformation Received

FindingsFindings

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THE ASSIGNMENTTHE ASSIGNMENT

Understand the challengeUnderstand the challenge• Consider what different types of leadership and management knowledge and ability Consider what different types of leadership and management knowledge and ability

are needed?are needed?

• Identify what factors contribute to these needs, and how they change (or their Identify what factors contribute to these needs, and how they change (or their relative importance changes) as a company changes?relative importance changes) as a company changes?

• Recommend what forms individual leadership and management development efforts Recommend what forms individual leadership and management development efforts may best take to address each of these needs?may best take to address each of these needs?

• How are the development needs of an individual employee best identified?How are the development needs of an individual employee best identified?

• How is development best implemented/integrated into the ongoing work of an How is development best implemented/integrated into the ongoing work of an employee?employee?

• How may an employee and their supervisor best evaluate the effectiveness of How may an employee and their supervisor best evaluate the effectiveness of development efforts?development efforts?

Gather information Gather information (literature, survey, interviews)(literature, survey, interviews)

Look for common themesLook for common themes Document findings, present best practices, Document findings, present best practices,

give personal analysis and recommendationsgive personal analysis and recommendations

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INFORMATION RECEIVEDINFORMATION RECEIVED

Six team reportsSix team reports• 63 researchers63 researchers

• 29 science and technology companies29 science and technology companies

• 111 interviews111 interviews

• 1,022 survey respondents1,022 survey respondents

• 115 literature citations 115 literature citations

Swift and professional effort in completing Swift and professional effort in completing the project and producing coherent and the project and producing coherent and useful reports (six to eight weeks)useful reports (six to eight weeks)

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FINDINGSFINDINGS• Wide variety from technical expertise, to business acumen, to soft skills, to Wide variety from technical expertise, to business acumen, to soft skills, to

process managementprocess management

• Selection of skills to develop is dependent on the evolution of the company, but Selection of skills to develop is dependent on the evolution of the company, but also somewhat on the industry and the culture of the company also somewhat on the industry and the culture of the company

Development Needs Level 1(Start Up)

Level 2(Growth)

Level 3(Stability)

Level 4(Rennovation)

Communication,Creative adaptation (problem solving) X X X X Technical expertise,Drive and energy X X Working through and with others (delegation, emotional intelligence, customer-orientation) X X Organizing, planning, supervising, process-improvement, evaluating X X Strategizing, collaborating/influencing, re-innovating, acquiring/divesting/re-purposing X

Relative Value as the Organization Matures

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FINDINGSFINDINGS General agreement on:General agreement on:

• Encouraging the employee to take initiativeEncouraging the employee to take initiative

• Combining formal training with informal mentoring and challenging Combining formal training with informal mentoring and challenging assignments works bestassignments works best

• Development plans and frequently feedback as useful toolsDevelopment plans and frequently feedback as useful tools

- but –but –

• Best practices for assessing, integrating, and evaluating leadership Best practices for assessing, integrating, and evaluating leadership development are far from commonly applieddevelopment are far from commonly applied

• Less than half of individuals or organizations have formal processes Less than half of individuals or organizations have formal processes to identify leadership needsto identify leadership needs

• Less than half of individuals actively use performance reviews or Less than half of individuals actively use performance reviews or individual development plans to build leadership abilitiesindividual development plans to build leadership abilities

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FindingsFindings InsightsInsights

• Leadership development must be part of the company Leadership development must be part of the company culture and planningculture and planning

• Much of the leadership training curriculum is valuable to Much of the leadership training curriculum is valuable to all employees, and could be a catalyst for increased all employees, and could be a catalyst for increased interest in leadership development.interest in leadership development.

• Persistent disconnect between management and Persistent disconnect between management and employees exists:employees exists:

Identifying leadership goals and metricsIdentifying leadership goals and metrics Providing leadership development opportunityProviding leadership development opportunity Development on company time or personal timeDevelopment on company time or personal time Talent development vs. acquisition ROI tradeoffTalent development vs. acquisition ROI tradeoff