Development of leadership

Problem:

Do you need leaders or employees with leadership potential? You will receive the response from virtually any organisation that they are naturally needed.
However, there are some difficulties.
First of all – the concepts of “leader” and “leadership” are broad. There is no such thing as a “universal leader”. Different organisations need different leaders at different times.
Secondly – it is often the case that individuals with leadership qualities, all the more so entrepreneurial types, are extremely “awkward” at an organisation. However paradoxical it may seem, the inherent traits of leaders can become a destructive element – and hold back an employee’s career. Consequently, it is not enough to simply find people with leadership potential, you also need to structure work with them correctly.
Thirdly – the world is constantly changing. And even leaders, and perhaps primarily leaders, need to constantly study, unlearn and relearn.

Solution:

At Detech Group we have developed an approach that we call the “Dynamic Leadership Concept”. This approach is based on many years of research when we studied leaders, managers and entrepreneurs who achieve significant results.
According to this concept, the leadership profile includes three groups of qualities which determine the successful behaviour of a leader in different environments.

[Translation of table: Universal qualities/competencies; Variative qualities/competencies; Dynamic qualities/competencies; Impact of the totality of the micro-social environment; Impact of the macro-social environment. Goal 1 Goal 2 BEHAVIOUR Competency-based Model MACROENVIRONMENT]

Leadership profile in a dynamic leadership concept

One of the practical outcomes of this research was the 20 Dimensions Management Competency Model which is applied extensively by a number of our clients.

What a client obtains from applying our approach:

• Understanding of the specific qualities and competencies that the leaders of a specific organisation need, taking into account its goals, values, strategies and external environment factors.
• Assessment tools designed to identify individuals who have these qualities and competencies.
• Development programmes which are drafted or adopted to take account of the assessment results.

One of the leadership development programmes that we have implemented is the certified programme “LIVED – Management in the VUCA World” – it forms the conceptual framework and set of practical skills that leaders need in a changing and unstable world.

In addition, we propose a wide range of programmes to develop leadership and management skills:

• Management of employees:
  • Setting of motivational goals
  • Effective control
  • Development feedback
  • Management of employee development
• Positive influencing skills.
• Value-based management.
• Management of remote and distributed teams.