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Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
Leadership development can build on the development of individuals (including followers) to become leaders. It also needs to focus on the interpersonal linkages in the team. Following the credo of people as an organization's most valuable resource , some organizations address the development of these resources (including leadership).
Concepts such as autogestion, employeeship, and common civic virtue challenge the fundamentally anti-democratic nature of the leadership principle by stressing individual responsibility and/or group authority in the workplace and elsewhere and by focusing on the skills and attitudes that a person needs in general rather than separating out ...
The book also looks at work styles and how people function in organizational settings, and how to improve skills like visionising based on their personality traits. [8] Kouzes and Posner express an importance in having a "shared vision" for everyone on one's team or at one's company.
The third level – personal leadership – is an "inner" level and concerns a person's leadership presence, knowhow, skills, beliefs, emotions and unconscious habits. "At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him.
In this style of leadership, the leader supplies complete concern for their followers or workers. In return they receive the complete trust and loyalty of their people. Workers under this style of leadership are expected to become totally committed to what the leader believes and will forego opportunities to work independently.
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