Leadership Development - A Strategic Need? Leadership is vital for any organization's sustained success. A great leader at top makes a big difference to his or her organization. Everyone will concur with these statements. Experts in human resources field mention the importance of leaders at all levels, and not just that of the leadership at the top.

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Mention this subject, however, to a line manager, or to a sales manager, or any executive in most organizations and you will probably deal with diffident responses.

Leadership development -a strategic need?

The subject of leadership is dealt with in a general way by many organizations. Leadership is usually understood in terms of personal attributes such as charisma, communication, inspiration, dynamism, toughness, instinct, etc., and not in terms what good leaders can do for their organizations. Developing leaders falls in HR domain. Budgets are framed and outlays are used with indicators like training hours per employee per year. Whether the good intentions behind the training budgets get translated into actions or not, is not monitored.

Such leadership development outlays, that are based on only good intentions and general ideas about leadership, get axed in bad times and get extravagant during good times. If having great or good leaders at all levels is a strategic need, as the above top companies demonstrate and as many leading management experts assert, why do we see such a stop and go approach?

Why is there skepticism about leadership development programs?

The first reason is that expectations from good (or great) leaders are not defined in operative terms and in ways in which the outcomes can be verified. Leaders are expected to 'achieve' many things. They are expected to turn laggards into high performers, turn around companies. They are expected to perform miracles. These expectations remain just wishful thinking. These desired outcomes can not be used to provide any clues about gaps in leadership skills and development needs.

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