In order to increase the above attributes in people aspiring to be leaders, specific leadership training and development programs need to be put in place. Training and development normally occurs in organizations after specific business strategies for achieving company growth have been singled out by the organization’s management (Jackson, 2003). Training facilitates leaders’ learning of specific competencies related to their jobs such as knowledge, skills and/or behaviour. This enables them to grasp and master the knowledge, skills and behaviour given during training and apply them practically in their leadership roles.
High Level Training
The training that leaders are provided with includes high level training which is linked to the organization’s strategies and objectives. Instruction design process is also used to ensure that training and development is done in an effective manner. The process also compares the organization’s programs against training programs in other organizations. Furthermore, high level learning in organizations creates good working conditions that encourage continuity in language.
On the other hand, continuous learning is a training program which ensures that the employees understand the working systems of the organization. This may include the understanding of the relationship among employees in their jobs, their working units and the whole organization. In continuous learning, employees often acquire new skills and knowledge, apply that knowledge in their tasks and share the derived information with other employees. The organization’s management should identify the training needs of the employees. The managers should also ensure that all employees are involved in the company’s training in their work.
Instructional System Design
The initial stage of training and development is the Instructional System Design (ISD) this is a process which involves the designing and development of training programs. This process should always be systematic and flexible (Jackson, 2003). This system is helpful to the company if it helps employees to meet the training objectives. Therefore, the learning objectives should always be measurable and identified before the training process. The ISD process should also be evaluated through planning, monitoring and change.
Strategic Training and Development
In order for training of leaders to be successful in developing the right attributes in a leader, the training should also go through a Strategic Training and Development process. Through this process, the organization in question should develop a business strategy and set specific Strategic and Development Initiatives. These strategic initiatives may include diversification of the learning portfolio, improving on customer service activities, speeding the learning process of the employees, and obtaining and sharing knowledge. After the strategic planning activities have been discussed, the training and development activities are finalized (Senior and Fleming, 2006). These training activities will include the use of online or web-based training, providing more customer service training, designing web pages for knowledge sharing and providing a compulsory development planning. Finally, the Strategic Training Development process will cover the monitoring and evaluation of the training process. Learning, performance, customer complains noted, turn-over produced and satisfaction of employees is monitored and evaluated to show the value of training. Where the training objectives are noted to differ from the business strategy goals and objectives, specific actions are taken to provide a good training and development.
A successful training for managers and leaders also includes a needs assessment whereby the appropriate training or development should be determined before choosing a training or development method (Senior and Fleming, 2006). This involves the establishment of the performance gap. In this case, organizational training results are measured against organizational training goals in terms of knowledge and skills and targets and standards. The difference between what actually is and what should be measures the performance gap. This will be used by the training and development department to determine the method of training and development that can be used to meet such a performance gap.
Supporting & Enabling Environment
Development of good leadership through training is also enhanced by the engagement of training in a supportive or an enabling environment. This may include learning on a job alongside talented and/or experienced people. This is a readily available opportunity for training and development to thrive. In order for a good learning to occur, there should always be an opportunity for trainees practice and feedback. The training content should also be meaningful and relevant and the trainees should also be able to learn through experience and observations.