The Operationalisation of Management and Leadership Development into Practice

The case studies now will be discussing how these theories and practices are displayed in management and leadership styles in the real-life working environment across various sectors.The model that would be applied is based on the theoretical framework that leaders are developed over time. Through the concurrent collaborative applications of both Adair (2003) and House (1971) who argued that leaders don’t have to be born but can develop leadership skills (Adair, 2003) and leaders set goals with employees and find paths, takes action, and develop one’s knowledge, skills and abilities as leaders (House, 1971) towards the achievement of organizational goals.Research by Giber (2009) has proved that if we tie leadership development to business strategy to the need of the business, it results in excellent organizational growth. The pressure to integrate leadership development activities and initiatives in the overall strategic objective of the business is the most important and overarching trend in recent history.Rolls Royce is a technology leader which employes 36,000 people assigned in offices, manufacturing and service facilities operating in 50 countries. The company has a long history of employee development but currently, they are reexamining their development strategy. In 2005, a review of talent management has been conducted, which until now, was being managed locally within business units. Currently, a new concept of talent management at a global scale has been introduced (Jane Yarnall, 2008).Rolls Royce has realized the importance of talent management and that it should not be a standalone approach. Leaders can only emerge by identifying the potential talent at the grass-root level and then nurtured and developed according to the organizational needs, concurrent with Adair’s (2003) theory, that leaders can be developed through experience in the organization coupled with training and supervisory guidance.

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