Leadership and Talent - Essay Example

Introduction Talent management is essential both in sports and business because they encourage personal and career development. However, over the years, the systems of education and employment have used a bureaucratic approach in handling issues of administration and development. Most businesses have encouraged the development of effective leadership rather that effective talent nurturing and management. Talents vary significantly and so is the management type or plan to be sued in the process. In the past businesses and organizations did not view talent as a necessary issue in the management process. In fact, the human resource department did not consider it as essential, but in current times it is essential to address issues of talent because it is linked with creativity. Creativity of the workers can be improved through nurturing of their individual talents and encouraging them to develop the necessary skills for exploitation of their talents (Sullivan and Decker 45). Some talents may require the use of other skills. These skills are vital because they ensure the talent is visible. Talent leadership and strategic talent leadership are vital in the ear because it encourages the development of the talent with the organization or setting. The current situation of leadership discourages the development of the necessary skills in all the other sectors. Leadership and talents have often been misrepresented or mismatched leading to poor understanding of the role of leadership in management (Sullivan and Decker 47). Talent leadership ensures that employees in an organization are able to use their respective area of operation improving the performance and encouraging the development of the necessary skills and training. Talent leadership model For a leader to become a successful talent leader, he must be able to change focus from self to managing others. To manage others, the leader must develop the necessary public relations as well as the relationship with the employees to be able to offer guidance even in issues that are deemed not effective or personal issues. The value of a talent manager is to bring to an organization the necessary skills and improve performance of the people he or she is managing. Leadership in this context involves behaviour and not a position or title (Sullivan and Decker 33). In the current set up, the individual contribution of the manager does not count. To achieve success, the manager must be able to develop a cycle of values that can create ripples throughout the organization. The change from normal manager to talent manager is not easy but requires a total change of perception and approach. Participatory leadership is the key to talent management. Under this model of leadership, the leader allows every employee to participate in the management process thus allowing for the identification of the suitability and talent of each employee. Employee talent discovery involves the use of various models of participation with the sole aim of identifying the talent. Participation of the employees in the organization activities will help in identifying talents which in turn can be used in talent leadership. With the understanding of the individual talents, after identification, job allocation becomes simpler and easy to undertake because the management understands the suitability of the individual members of the group while also encouraging the development of skills to improve on the talent. The work place is a powerful learning area with the focus being on activities and result thus offering hands on experience for the talent employment (Sullivan and Decker 34). It acts as a laboratory for talent nurturing. However, the managers do not understand how to use this invaluable resource for the betterment of the whole process. Workplace if properly planned can remove employees from their comfort zone to learning zone thus improving the personal skills and effectiveness. The participatory talent model encourages the employment of talent in the various sectors of the organization. The talent manager must be able to unleash talent to kill boredom among the employees. Boredom results from employees feeling stuck in their careers and feeling that their strengths are not being utilized in their current roles. Such feeling kill talent identification process because the employee may isolate himself from the rest making it hard to identify his individual talent. A talent leader must develop ways to maximize people’s strength, optimize their impact and improve their vision about the company and personal career. Personal career and organization focus and goals can be merged using talent management principle thus encouraging personal development. Leaders need to help employees understand the relationship between their talent and organization’s strategy and structure. For leaders to be effective, talent identification must be their main focus in the early stages of participatory model of operation (Sullivan and Decker 100). The power of the talent leadership participation models The principal characteristic of the model is the participation of the talent leader and employees of the company. Participatory leadership style encourages engagement of the employees in the leadership and management of the organization. The success of the organization is made possible by the actions of the various leaders and employees. Participation encourages the identification of skills and the development of the talents identified in the process. Talents can only be identified if the manager encourages the participation of the employees. Employee participation is vital in the model it encourages skill and talent development. The success of the whole process is dependent on the manager’s ability to develop a strategy that will encourage employee participation and improve the motivation of the employees towards the jobs and responsibilities assigned to them, thus; encouraging positivity in the work place (Sullivan and Decker 135). In addition, the feeling of togetherness can be achieved by motivation and positive perception. Talents can only be identified through practice and experience. The work place offers the opportunity to explore and try out the various option of success. Success in talent management can be achieved through effective communication and teamwork. Participation of the employees facilitates the development of immensely efficient teams. Teamwork encourages skill utilization and encourages the identification of talents and skills within the group. Talents and skill identification are vital phases in talent leadership and management. They are the core values of the leadership structure and thus improve the outlook and performance of the organization. Return on Investment and training The model requires minimal training because it involves other strategies employed in the normal organizational practices. Organizations engage in motivation and training of the various leaders, but fail to address talent development and growth. The leadership of organization has structures for employee welfare support the addition of the talent support activity will encourage the creation and talent improvement. The model has a higher ROI on the basis of training and execution. The training process is straightforward because it encourages participation of the various individuals in the organization. Personal career development and training encourage success in the whole process. It is possible to achieve greater success through participation of employees that employment of training only. Conclusion The impact of the participatory leadership structure is high judging by its ability to bring all the stakeholders of the process together to develop a team with massive success. Success in the whole process will depend on the manager’s ability to create an effective team in the team building process. Team building will encourage talent identification and ensure success in the entire operation. Talent can be nurtured only when it has been identified. The identification of talent encourages the development of the necessary strategy for skill development and improvement. Skills are vital in talent nurturing because they help in talent growth and usage. The talent management process will facilitate the development of the necessary plans of action as well as organizational objective thus influencing personal development. Talents can only be used successfully if the organization support and encourage talent utilization (Sullivan and Decker 89). The support must be available both from the leaders and other members of the team. Leadership and management are essential in the process of talent nurturing. Works Cited Sullivan, Eleanor. and Phillip Decker. Effective leadership and management in nursing. New Jersey: Prentice Hall, 2008. Read More