LEADERSHIP

DYNAMICS AND
ORGANIZATIONAL
DEVELOPMENT

DR JANE DOMINGUEZ-DEVINE

Associate Professor V

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 Leadership development refers to activities
that improve the skills, abilities and
confidence of leaders. Programs vary
massively in complexity, cost and style of
teaching. Coaching and mentoring are two
forms of development often used to guide
and develop leaders.

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 Leadership development is an
intentional process in which one
interacts with an experienced
leader, producing transformation in
the character and competencies
that increase their ability to
influence people outcomes and
culture.

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 1. FOCUS OF
APPLYING AND
SUSTAINING
BEHAVIORS
• Reminding new managers to
review weekly task lists and
delegate to team members.
• Prompting middle managers
to practice inclusion in their
meetings.
• Encouraging senior
executives to schedule time for
strategic thinking.

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2. MOBILE LEARNING FOR
MILLENIAL MANAGERS

With the average age of the first-time

manager being 30, we have entered
the age of millennial management;
nearly 30% of Millennials hold
managerial-level roles.

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3. GROUP COACHING AND DEMOCRATIZATION OF
LEADERSHIP DEVELOPMENT

In this new decade, everyone needs to be a leader

who actively engages their people. Awareness of
this will see leadership development pushed down
through the organization, and coaching will become
a standard part of every manager’s experience.

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 1.Identify the emerging leaders
2.Increase self-awareness, build relational
skills
3.Focus on evidence-based leadership
skills

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 1.Intentional
2.Interacts with experienced leader
3.Producing transformation in character and
competencies
4.Increase ability to impact people,
outcomes and culture.

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 Emerging leader development programs can include
elements such as the following:

▪ Self-assessment to identify current areas of improvement

▪ Leading a key functional project to practice increased responsibility
and accountability
▪ Group coaching to allow emerging leaders to grow together,
connect across organizational functions, consider future scenarios
and roles, or develop a management mindset
▪ Mentoring and coaching relationships to expose high-potential
leaders to other parts of the business

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 VIVIDNESS
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1. Exposure to higher-level or senior
leaders outside of the organization
to deepen outsight.
2. Professional or organization
involvement to gain deeper
knowledge and connections
3.Action learning to practice solving
high-level, complex, real world
business issue with a diverse, cross
functional group
4. Acting as coach or mentor for
emerging, high potential leaders to
develop or strengthen coaching and
relational skills
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5. Cross-functional, cross- level to
diversity experience within the organization
across units or functions.
6. Leading major organizational initiative
or full-time strategic project assignment to
practice building high performing teams and
leading other leaders.
7. Volunteer leadership to build
experience influencing others
8. 360- degree assessment to identify
areas of improvement and they show up to
others.

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Develop Critical Mindsets

By focusing on skills and behavior, impact is

mixed. By not addressing the root cause,
solutions do not create lasting change.
We develop critical MINDSETS that will drive the
change.

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Live the
experience
Flexible consumption of
strategically critical content
at the moment of need
allows leaders to learn IN
THE FLOW OF WORK.

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 INDIVIDUALIST
Interweaves competing personal and organization action
logics. Creates structures to resolve gaps between strategy and
performance.
Effective in venture and consulting roles.

ACHIEVER
meets strategic goals. Effectively achieves goals through
teams; juggles managerial duties
Well suited to managerial roles; action and goal oriented

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 EXPERT
Rules by logic and expertise. Excellent in
pursuing technical quality
Strong as individual contributor

DIPLOMAT
avoids over conflict. Wants to belong; obeys
group norms; rarely rocks the boat
Effective as supportive glue within an office; helps
bring people together

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 • Practice Discipline
• Take on more projects
• Learn to follow
• Develop situational awareness
• Inspire others
• Keep learning
• Empower teammates
• Resolve conflict
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 Which of these functions
are volatile?

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 In your job, what are
these uncertainties?

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 What are the common
problems that becomes
complex?

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 What is ambiguous in
your line of work?

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 It may refer to a PLANNED AND SYSTEMATIC
APPROACH to improving the effectiveness of a company,
government department or any organization – one that
aligns strategy, individuals and processes. It includes
the practice of planned, systematic change in the values,
attitudes and beliefs of a company’s employees through the
creation and reinforcement of medium- or long-term training
programs.

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Organizational
development can be defined as an objective-
based methodology used to initiate a change of systems in an entity.

Organizational development is achieved through a shift

in communication processes or their supporting structure.

Studying the behavior of employees enables professionals to examine

and observe the work environment and anticipate change, which is
then effected to accomplish sound organizational development.

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1. Continuous Development , creates a constant pattern
of improvement in which strategies are developed, evaluated,
implemented and assessed for results and quality.
2.Increased horizontal and vertical
communication. An efficient system aligns employees with the
company goals, values and objectives.

3. Employee Growth. Organizational development places

significant emphasis on effective communication, which is used to
encourage employees to effect necessary changes.
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 OD today also encompasses the
aligning of organizations with their
complex and rapidly changing
environments through
organizational learning, knowledge
management and adapting
organizational values and norms.

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Organization Development
(OD) is a complex strategy intended to change the beliefs,
attitudes, values, culture and structure of organizations so that
they can better adapt to new technologies, markets, and
challenges. Organizational Development methods are employed to
improve Organizational Effectiveness (OE).
Performance improvement is a key reason for implementing
organizational development tools and methods.

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• Career development
• Change management
• Coaching
• E-learning
• Innovation
• Leadership development
• Organizational
assessments
• Team building
• Training DR JANE D DEVINE 45
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Organizational Culture: deeply-seated values, norms
and behaviors that employees or members have.

Organizational Strategies: how a company or any

organization identifies issues, puts plans into actions, negotiates
changes, and assesses progress.

Organization Climate: an organization’s unique ‘personality’

or mood, which includes the beliefs and attitudes that influence the
collective behavior of the workforce or members.

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Organizational development is action-
oriented. It starts with a careful analysis of the whole organization,
focusing on its current situation and future requirements, and then
employs behavioral science techniques including transactional analysis,
sensitivity training and behavior modelling.

The aim is to help the organization adapt more successfully to the

rapidly-changing, complex environment of the marketplace with all its
new regulations, rivals, fast-changing consumer preferences and
lifestyles, and technologies.

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Organization development, according to Richard Beckhard, is defined
as:
1.A planned effort…
2. organization-wide…
3. managed from the top…
4. to increase organization effectiveness and
health…
5. through planned interventions in the
organization’s ‘processes’, using behavioural
science knowledge.
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Performance management can be
regarded as a systematic process by which the overall performance of
an organization can be improved by improving the performance of
individuals within a team framework.

It is a means for promoting superior performance by communicating

expectations, defining roles within a required competence framework
and establishing achievable benchmarks.

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• Developing clear job descriptions and employee performance
plans which includes the key results area (KRA) and performance
indicators.
• Selection of right set of people by implementing an appropriate
selection process.
• Negotiating requirements and performance standards for
measuring the outcome and overall productivity against
predefined benchmarks.
• Providing continuous coaching and feedback during the period
of delivery of performance.

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• Providing promotional/career development support and
guidance to the employees.
• Performing exit interviews for understanding the cause of
employee discontentment and thereafter exit from an
organization.
• Identifying the training and development needs by
measuring the outcomes achieved against the set
standards and implementing effective development
programs for improvement.

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• Holding quarterly performance development discussions and
evaluating employee performance on the basis of performance plans.
• Designing effective compensation and reward systems for
recognizing those employees who excel in their jobs by achieving the
set standards in accordance with the performance plans or rather
exceed the performance benchmarks.

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 1.NEW HR approach
2.Individual Training and
Coaching
3.Changing Hierarchy

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The hiring should be comparable for
different groups of people.

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One issue that many organizations face is though they
have diversity within the organization, the majority of
junior-level employees may be of a particular
background. Ensure there is equity in promotion rates.

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Organizations should strive for greater
objectivity to mitigate the unconscious
bias that can seep into employment
decisions.

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Equity and inclusion tend to trickle down from the
top of the organization. If there is greater
diversity amongst those in decision-making
positions, this may increase the likelihood of
equitable practices and policies being adopted.

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 The goal of
an internal audit is
to ensure
organizational
policies and
procedures are
followed and to
alert the
management of
gaps in policy
compliance.
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1. Identify Areas that need auditing ( POLICIES AND PROCEDURES)
2. Determine how often auditing needs to be done ( HR function)
3. Create an audit calendar ( functions )
4. Alert Departments of Scheduled Audits
5. Be prepared (employee files)
6. Interview users ( employees work process)
7. Document Results (identify gaps in compliance)
8. Report findings ( improvement plans)

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 PROBLEM IDENTIFICATION
1.

2. SITUATIONAL ASSESSMENT
3.ACTION PLAN
4. PLAN OF INTERVENTION
5. DETERMINE THE RESULTS

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