The high demand for talented leaders calls for talent management initiatives. Effective leaders are made to be in the organizational setting. Having been asked to create a talent management initiative for developing leaders for an organization, I would take on ‘a 3 months training program’ aimed at developing them. My conviction is the power of training in changing the attitudes, perceptions, and beliefs of people regarding their ability to give best in difficult tasks (Martin & Schmidt, 2010).
My training program for developing talented leaders will involve taking the trainees, through the theoretical and practical skills to effective leadership in their organizations setting. In this initiative, I would emphasize on developing the right attitude to difficult tasks; learning to work with others, as opposed to competing others; learning to appreciate failure as a stepping block to success, and the art of doing it again (Noe, 2006).
These areas would not change much in the current day, where transformational leaders lead most organizations. In this form of leadership, the leaders and non-leaders work together in their different responsibilities to achieve organizational objectives (Kleiman, 2000). The areas would also remain the same, because even non-leaders are expected to use the same principles to cope in their organizations. These individuals may be non-leaders in the given organizations but may be leaders in different capacities out of the organization.
In my view, learning and development should not be restricted to job-specific learning or other areas of learning; because this limits a person from other platforms that they may learn much. Mental models around leadership may be reframed, through attitude transformation; change in knowledge levels, and through creating new experiences among leaders (Senge, 1997). Attitude transformation is possible through focusing on the future endeavors and using past lessons to establish reliable systems and strategies. Business leadership can also acquire transition of attitude through gathering courage and desire in order to succeed where many have failed. Lastly, attitude transformation is possible through seeking influence from the immediate environment and the personalities in the organization.
- Martin, J., & Schmidt, C. (2010). How to keep your top talent. Harvard Business Review, 88(5), 54-61. Retrieved from Business Source Complete database.
- Senge, P. M. (1997). Communities of leaders and learners. Harvard Business Review, 75(5), 30-32.
- Noe, R. (2006). Et al. Human Resource Management: Gaining a Competitive Advantage. Boston: McGraw-Hill.
- Kleiman, L. (2000). Human Resource Management: A Managerial Tool for Competitive Advantage. Cincinnati: South-Western College Publishing