In this stage, the organization’s management highlights any evidence that there is an interconnection between leadership development and performance of the organization, as well as the skills and competences needed to accomplish the organization’s leadership goals (Reynolds, 2000). If leadership development does not match the organizational goals, it may not be useful for the organization.
The second step is usually awareness creation concerning the characteristics that the organization is likely to achieve through the application of various tools for diagnosis. The diagnostic tools are supposed to match the organization’s leadership needs. The tools are also supposed to be connected to a particular competency model or an approved structure that corresponds to the nature of a triumphant leader in the organization. The third step is to activate the leadership development in individuals through connecting the awareness of development needs to the personal career goals with the organization’s strategic goals. The result is a concise and intended development plan that matches the individual needs as well as the organization’s strategic objectives. It provides a basis for leadership development. It is also important to empower the leaders through training and development to increase their capacity to perform in leadership roles. The leaders are then given the opportunity to apply the skills acquired, which according to Sosik (2000) allows value creation in the individual’s abilities. These criteria are important since they allow an effective cost benefit analysis that allows the evaluation of the need to invest in leadership development. The organization is able to identify some tangible benefits of the leadership development programs.
2- Take your organization as the example. What leadership model is the most appropriate for your organization, and what are some of the advantages and