Management and Leadership development (Are leaders born or made) Essay

Management and Leadership development (Are leaders born or made) - Essay Example The model has been identified but not applied to organisations How do you demonstrate that your idea in part one will actually work in a real life environment? Would this be a universal model? (Refer to paper one) There is no indication of this model being universal, include at the beginning or the end Prove that it works. The model hasn’t been proven to work Show how it works and in relation to your literature? Not enough Demonstrate my model or concept could work in a variety of sectors e.g. public sector, commercial sector, or how it would work in different sizes of organisations, e.g small, medium and large Identified organisations but not applied the model the way they operate in leadership development Pick out the main points on the organisations (critical information) and that have relevance to if leaders are born or made and remove the rest of the material as it is descriptive and irrelevant, (This paper is only meant to be (2200 words max) The essay has some valid poi nts on organisations – However, they need to be backed by theory and all related to whether leaders are born or developed and the suggested model in the introduction I have also highlighted some points below Investigate the Operationalisation of Management and Leadership Development into Practice, Based on the Key Ideas Identified in Part One Part one entailed exploring into the study of contemporary management and leadership development, focusing on the topic ‘Are Leaders Born or Developed over Time’. Apart from presenting an array of diverse literatures that reviewed both arguments, the outcome of the study indicated that no one is a natural born leader. The case studies now will be discussing on how these theories and practices are displayed in management and leadership styles in the real life working environment across various sectors. The model that would be applied is based on the theoretical framework that leaders are developed over time. Through the concu rrent collaborative applications of both Adair (2003) and House (1971) who argued that leaders don’t have to be born but can develop leadership skills (Adair, 2003) and leaders set goals with employees and find paths, takes action, and develop one’s knowledge, skills and abilities as leaders (House, 1971) towards the achievement of organisational goals. Research by Giber (2009) has proved that if we tie leadership development to business strategy to the need of the business, it results in excellent organisational growth. The pressure to integrate leadership development activities and initiatives in the overall strategic objective of the business is the most important and overarching trend in recent history. Discussion Rolls Royce is a technology leader which employes 36,000 people assigned in offices, manufacturing and service facilities operating in 50 countries. The company has long history of employee development but currently they are reexamining their development strategy. In 2005, a review of talent management has been conducted, which until now, was being managed locally within business units. Currently, a new concept of talent management at global scale has been introduced (Jane Yarnall, 2008). Rolls Royce has realized the importance of talent management and that it should not be a standalone approach. Leaders can only emerge by identifying the potential talent