Learning models based on leadership - Organizational psychology

Leadership-Based Learning Models

This group of models is based on the assumption of the leading role of the leader and/or leader in creating motivation for learning, organizational change and innovation. The leader acts as the conductor of organizational innovations, and his competence and motivation determine the success of the training program. The popularity of the leader approach is currently quite high. This is confirmed by numerous "Leadership schools" for managers, theoretical and methodical publications on the purposeful formation of leadership qualities among people engaged in management activities. Here is an example of a common training program in accordance with the management "grating" Blake and Mouton.

Internal Management Training Cycles:

Cycle 1. Learning the "grilles". Concepts of different styles of leadership and leadership are introduced. We consider and evaluate the own style of each participant.

Cycle 2. Team development. Participants analyze the differences in their styles and methods of leadership. The key goal of the first two cycles is to build a relationship of trust and mutual disposition within the team.

Cycle 3. Intergroup development. Emphasis on relationships between groups. Joint solution of problems in situations simulating real organizational problematic situations.

Cycle 4. Building an organizational model. Emphasis on strategic planning and integration of efforts of groups of higher and lower levels of government. The combination of these levels is one of the important results of this cycle.

Loop 5. Implementing the model. Groups are given the task to implement the model built in cycle 4. Plans are being developed for changing structures, maintaining processes and managing personnel.

Cycle 6. Evaluation. The content of this cycle is the evaluation of the general "grid", modification and criticism of the program. A standardized feedback questionnaire helps to explore new strategies for individual behavior, team work, intergroup relationships, ways to solve problems and overall staff development strategy.

The authors of this model also recommend including the block "personality psychology" in the leaders' training program. Personality psychology is of interest for the development of a curriculum designed to train leaders from two perspectives. The first involves posing questions about the psychological properties of the leaders themselves; the second is directed from the leaders to their subordinates in anticipation of recommendations, what personal characteristics of subordinates can help the leader in solving the tasks of the organization.

The task of the model of leadership-based learning is to mobilize the resources of key figures (leaders) of the organization for long-term changes. Proceeding from this, the program is based on the vision of the leaders of the specifics of their enterprise, the stage of its development and basic needs and with the direct participation of leaders. Subsequently, these employees motivate staff for training, carry out quality control of the VFO. The effectiveness of this model is based on the use of the leader's own resources of the organization and the division of responsibility for the result with its key employees.

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