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Leadership Development and Crisis Management: Analytical Essay

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Information Value Distance and Crisis Management Planning

Organizational learning during and after the crisis is well established in the management literature, but the attention to learning for crisis and the sources of information that are considered useful for the planning of crisis management has not been investigated before. This study evaluates data from 215 UK small and medium-sized enterprises (SMEs) on the perceived value of 11 information sources between planning (i.e., companies with a crisis management plan) and non-planning respondents. For planning companies, the sources of information that are considered useful are based solely on experience and when information sources become less idiosyncratic and episodic, evaluations by planning firms of their value begin to estimate the ratings of non-planning firms

The main contribution of this study is to highlight and address a notable gap in the literature on crisis management, where organizational and institutional learning has long existed after the crisis but reflects on how organizations can learn to introduce crisis management planning (and where new sources of information are important) is largely ignored. In adopting learning from a crisis perspective, this research has shown that experience information by managers of SME managers is seen as more important than generic advice information. These preferences are observed between planning companies and non-planning companies. With planning in mind, these organizations strongly favored experiential information sources as determined by the measure of RVD. The extra value-value distance to the threshold emphasizes the great distance that some sources find useful for companies planning to deal with serious interruptions and incidents. The preference of planning firms for experiential information on crisis management and business continuity planning raises questions about how SMEs can be supported both in the initial development and in the renewal of their knowledge of these planning activities so that such feedback and learning adapt their adaptability as a continuous and dynamic learning process. complexity and uncertainty are better understood.

A number of directions for future research arise from this study. These include investigating and investigating why the valued information sources for planning companies are distinguished from the less valued information sources - is it the planning act that has shifted these perceptions or other factors?

Developing Organizational Learning Capacity in Crisis Management

The impact of crises on organizations and individuals has been stronger than ever. Despite increasing recognition of the effects of crisis events, most organizations are found not adequately prepared in managing crises. The increasingly frequent occurrence of organizational crises exemplifies the need for human resource development in preparing organizations and their members for crisis situations. However, very little effort has been made in this direction. Recognizing the dynamics and interconnectedness of crisis management, organizational learning, and organizational change, this article proposes an integrated model of organizational learning for crisis management that will likely strengthen organizational capacity and resilience in coping with crises and resultant changes.

Firstly, it is important to create an organizational learning culture that not only encourages risk-taking and acceptance of failure but also incorporates the principles and practices of the learning organization, action learning, transformative learning, and critical reflection. By doing so, organizations can anticipate and prevent crises and effectively learn from crisis experiences. By cooperating with the organization leaders and management teams, HRD practitioners can play a leading role in stimulating such a stimulating organizational culture. 438 Developments in human resource development June 2008 A second implication is that HRD practitioners should benefit from HRD interventions, for example by using training or learning-based programs to build the knowledge base of crisis management among executives, managers, and stakeholders of organizations, such as preparing an organization in advance through training on crisis management, is better than making high costs in the future. Moreover, it can speed up the recovery of crisis event organizations.

The training or education programs can also help leaders to adjust their mentality and recognize the need for crisis management. Without leadership support and a stimulating cultural environment, crisis management efforts are unlikely to be effective. Moreover, although learning is a powerful process, it is not without limitations. Individual attention and the lack of strategic focus can influence the effectiveness of HRD interventions in addressing organizational problems such as crises. That is why HRD practitioners must critically adopt learning-based interventions. When organizational learning is selected as an organizational effectiveness tool, practitioners must ensure that learning is promoted at all levels and aligned with the overall strategic intent of the organization. To do this, HRD physicians must work with the leadership team and actively engage in the regular evaluation of needs and scanning environments. Although leadership is not central to this research, it has finally been developed in the literature that organizational leaders play a crucial role in crisis management; their mentality and knowledge about crises have a direct impact on the organizational level of preparedness for crises and related structures and policies. For HRD professionals who are in charge of the central mission of leadership development, it is our responsibility to improve the leadership of the organization and the organization of internal and external environments. manage the organization and individuals in turbulent times. HRD practitioners must have the right education, learning, and organizational development.

Leadership

Extracting Leadership Knowledge from Formative Experiences

Leadership-forming experiences (LFEs) are those experiences that have a major impact on leaders, resulting in learning that is relevant to their leadership. This intervention was designed to capture LFEs with bi-focal lenses of leadership research (explore the process by which leaders build and share knowledge) and development (increases participant awareness of themselves and others to shape effective leadership interventions). Senior leaders who participated in a leadership development program told LFEs in peer groups to improve their learning experience. Most LFEs took place in adulthood (76%) and identified 'self-improvement' (40%), 'dealing with wrestling' (33%), 'personal relationship/role model' (13%), and 'parental/symbolic relationship' (5%) categories sensemaking. Only 8 percent spoke about a 'natural process' that supported a 'born leader' position and 1 percent was associated with identification with a cause. Experiences that were 'driven from the inside' in the pursuit of self-development were more effective in extracting lessons from LFEs than where learning took place by dealing with adversity. The research details of the LFE impact are embedded in the micro-interactions of leaders in the social construction process with which they help develop

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The discipline of leadership development is interested in leaders who develop accelerated methods to promote the processing and learning of formative experiences with leadership for at least three reasons: (a) to help their own leadership development, which in turn (b) helps them in their development of future generation leaders. The third reason for our interest in LFEs is to help shape our understanding of formulating experiences for use in programs that are designed to bring about change. By experimenting with the use of LFEs for reflection, interpersonal communication, and building and changing trust, leaders gain a renewed understanding of the meaning of elements from the past in their current leadership and a deeper understanding of previous experiences (Janson & McQueen, soon). By using LFEs as a platform for Leadership Discussion during leadership development, we developed a means for leaders to understand the mechanisms they work with. to attribute meaning to these experiences which in turn affects how they learn from them. Once they understand these mechanisms, they can make other past (and present) experiences more accessible to their own leadership development and that of others.

Therefore, LFEs used in this way can have the ability to accelerate leadership development by releasing more conversations with emotional valency that affect the self and others. By developing storytelling, leaders can integrate previous elements of their experience into new learning. We have performed this activity using peer discussions that represent a leader-leader (rather than leader-follower) relationship. In this context, roles become interchangeable and the position of the storyteller or that of the story listener is taken. This process facilitated the sharing of meaning in the cohorts. This provided good practices for further use of LFE competencies when participants return to their context of organization and leader followers. Another crucial finding was that only 5 out of 198 LFEs related to formal courses or leadership development workshops. What we learn as leadership development practitioners is that our participants do not necessarily know how to articulate the learning that takes place during the development intervention. If this is the case, perhaps part of the development should be spent learning to articulate what has been learned and how it can be carried out in the future with sufficient clarity and weight that it can be easily accessible. In addition, development courses can have a delayed trigger effect, resulting in a significant time shift (possibly decades) between development intervention and action based on learning. In addition, there may be a 'tilt' impact mechanism to reach the consciousness. In other words, a one-off intervention can have a limited impact, but an ongoing and ongoing leadership development program can be more successful in shaping formative experiences, especially when it comes to building a reflective exercise.

The main conclusions of this research are that leadership-forming experiences have the potential to become more specific and more conscious learning tools. Encouraging reflection and discussion about an LFE encourage the further significance of leadership development experience. Likewise, reflecting on and discussing experiences (using the sharing of senses) can be a formative experience in itself. That is to say, the most powerful impact of such experiences lies precisely in the fact that they are ships in which meaning can be cast and transported to distant destinations with relevance in many leadership contexts. Such an interpretation can explain the reporting of participants about learning as many positive as negative experiences. As such, one of the main reasons for conveying this message is the high degree to which Leadership Learning Material may be dormant in candidate leaders and the potentially - underused - leadership development programs to use this rich material.

The Leadership Development Interface: Aligning Leaders and Organizations Toward More Effective Leadership Learning

The Problem Leadership development research and practice are consistently focused on specific methods and interventions, to the extent that our understanding of how good leadership development looks is much clearer. The problem, however, with the current thinking about leadership development and the evaluation of leadership development, is that we do not investigate to what extent the individual leader and the organization for which they work are connected and aligned. For evaluators of leadership development, this exploration is an important aspect in measuring the systemic nature of leadership development and not just the intervention. How do individual leaders navigate their personal leadership development journey and how do the organizations they work for interact with them to provide effective development opportunities and practices?

The Solution

This article claims that we must evaluate and articulate the leadership development process differently; distance from isolated methods and to an interconnected process of personal and organizational discovery and learning. When leaders and organizations activate the interconnectedness of leadership development, learning can become more reciprocal and aligned, which can lead to better development results and added value. The Leadership Development Interface Model, developed on the basis of research and literature data, offers an interconnected perspective on leadership development and investigates a 'whole system' vision so that both leaders and organizations can execute their development effort in a tailored and supported manner. and evaluate.

The literature that I have come across mostly consists of ways in which organizations deal with the crises that they face. Many of the Papers also talk about the ways in which leaders can help in aligning the organizations. There is a lot of literature on the way that leaders change the organization. However, for my study, I would propose to map the competencies of a leader, that can be seen in past business crises. Mapping these competencies will help us understand which competencies will help a leader successfully recover his organization from a crisis.

I propose to do a combination of secondary data analysis, mainly from the Satyam crisis but also from interviewing leaders in different industries. If the Faculty Instructor approves, I would go ahead with this. Otherwise, we could find an alternative.

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Leadership Development and Crisis Management: Analytical Essay. (2023, March 01). Edubirdie. Retrieved February 24, 2024, from https://edubirdie.com/examples/leadership-development-and-crisis-management-analytical-essay/
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Leadership Development and Crisis Management: Analytical Essay. [online]. Available at: <https://edubirdie.com/examples/leadership-development-and-crisis-management-analytical-essay/> [Accessed 24 Feb. 2024].
Leadership Development and Crisis Management: Analytical Essay [Internet]. Edubirdie. 2023 Mar 01 [cited 2024 Feb 24]. Available from: https://edubirdie.com/examples/leadership-development-and-crisis-management-analytical-essay/
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