Leadership development programmes often fail to deliver effective leaders due to an overemphasis on off-site training and a lack of practical, on-the-job learning. These programmes often isolate leaders from their teams, reducing opportunities for collaboration. A shift towards a more experiential approach, integrating real-world challenges and reflective practices, is suggested to bridge this gap.
Leadership is not a theoretical concept but a practice that needs to be honed in the context of work. It should be viewed as a team sport, not a solo performance. A common mistake is to treat leadership as an individual’s journey, rather than a collective endeavour.
Furthermore, many organisations neglect the importance of collective leadership capabilities. These include the ability to align team members around a shared purpose, foster a culture of trust, and facilitate productive conflict.
Finally, it is crucial to cultivate self-aware leaders who can reflect on their actions, learn from their mistakes, and adjust their behaviour accordingly. This requires a shift from traditional, classroom-based learning to more reflective practices such as mindfulness and meditation.
In summary, to truly develop leaders, organisations need to rethink their approach to leadership development. This includes a greater focus on practical, on-the-job learning, fostering collective leadership capabilities, and cultivating self-aware leaders.
Go to source article: https://hbr.org/2016/10/why-leadership-development-isnt-developing-leaders