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Two contrasting paradigms of leadership improvement

POPULAR PARADIGMCOMPLEMENTARY PARADIGM
INDIVIDUAL LEADER(SHIP)
DEVELOPMENT
SYSTEMIC LEADERSHIP
IMPROVEMENT
OUTPUTLeadersLeadership in, of, for and by the organisation
WHOSE AGENDAIndividual leadersThe organisation
PERCEPTION OF
LEADERSHIP
HeroesOrganisation well led
MEASURE OF
SUCCESS
Individual managers’ leadership
potential
Expanded organisational leadership
capability/capacity
METAPHORSThe artist
The actor
The painting
The performance
INTERVENTION
STRATEGY
Development.


Management development.
Improvement.


Management development plus
organisation development (OD).
PROCESSDeveloping individual leaders (either generically or in their organisational context)Developing individual leaders in their organisational context.

Developing team leadership.

Improving systems that affect leadership.

Improving the leadership culture.

Removing obstacles to leadership.

Cutting out waste of leadership.
DRIVERRequest for better leadership skillsNeed for better-led organisations that
serve stakeholders
BENEFICIARIESIndividuals and their organisationThe organisation and its stakeholders
SUPPLY AND
DEMAND
Increasing the supply of
leadership talent
More demand side, blended with supply
SOURCE OF
SUPERVISION
Inside the HR functionTop line management
FORM OF NEEDS
ANALYSIS
Learner’s training needs analysisThe organisation’s needs analysis
THINGS RIGHT/RIGHT
THINGS
Doing things rightDoing the right things as well as doing
things right
ACCESS BY
DEVELOPERS
To individual learnersThe leader’s environment in the organisation, plus

The organisation’s business environment and society
ENVIRONMENTThe leader’s environment in the organisationThe leader’s environment in the
organisation, plus

The organisation’s business environment and society
MOST SIGNIFICANT
INPUTS
Developers

Leadership theory
Line management
Business context
TIME HORIZONTimeless truthsEmergent issues
HR ACTIVITIESLeadership talent developmentLeadership talent definition, recruitment, assessment, appraisal, promotion, succession, utilisation, reward, tenure, exiting.
HR SPECIALISMSManagement training and
development function
All HR functions/ specialisms
PROFESSIONAL
EXPERTISE
Occupational psychologyOrganisational psychology

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