| Business leadership development plays an integral | | | | behavior to acquire these skills, and achieve |
| part in the metamorphosis of a good manager | | | | competence in leadership. |
| into a great one. Many believe the terms | | | | Being a good manager is not a prerequisite for a |
| leadership and management to be synonymous, | | | | good leader, but neither is it a drawback, and the |
| though nothing could be farther from the truth. | | | | same person can possess both leadership and |
| They are as different as night from day, and a | | | | management skills. That is because both are |
| good leader might not make a good manager and | | | | learned and not innate in a person's character, so |
| vice versa. | | | | that managers can be developed by their |
| However, business leadership development | | | | businesses or corporations into leaders. In fact, |
| planning can be used to improve the capability of | | | | the best managers are also good leaders. |
| managers to lead and become competent in | | | | Nevertheless, good leaders have often been |
| dealing with people and persuasion rather than | | | | found to possess a higher than average drive and |
| position and power. A good leader will have | | | | more than the normal share of positive qualities. |
| followers as distinct from the subordinates of | | | | These traits are also frequently found in good |
| managers, yet the two need not be mutually | | | | managers, although the competencies needed for |
| exclusive: A good manager can become a good | | | | leadership can be taught by means of a well |
| leader, and the development of leadership will not | | | | designed leadership development program. |
| only enhance your ability to lead people and | | | | Waiting for a leader to emerge naturally is neither |
| organizations, but also to lead yourself. | | | | economical nor desirable, and certainly not an |
| Leading oneself is a concept that many find | | | | effective way of planning the leadership structure |
| difficult to visualize, but to lead others you must | | | | of a business. If we take a military example, |
| first be able to successfully lead your own life. | | | | more leaders come out of a military academy |
| You must be aware of your strengths and | | | | than are promoted on the field by virtue of |
| weaknesses, possess self-confidence, but also | | | | displaying strong leadership potential. |
| display humility and not only accept criticism but | | | | Good leaders should communicate well with those |
| learn from your successes and failures. You need | | | | they are leading. Their thoughts and perceptions |
| people to follow you, and not only motivate | | | | can help others to follow them. They should also |
| teams to get things done that need to be done, | | | | have a positive and confident attitude and be able |
| but also get them to want to do what has to be | | | | to instill their confidence in others. With that |
| done. To persuade rather than to order, and to | | | | confidence should also come commitment, and |
| lead them to want to do the right things rather | | | | leaders should be able to commit to their actions - |
| than to do things right. | | | | committing with confidence breeds confidence in |
| Although a business needs both management and | | | | others. |
| leadership, it is sometimes necessary to focus | | | | It has also been said that leaders should have high |
| more on one than on the other. A business might | | | | moral standards because people will not follow |
| have a good management structure but little | | | | those they do not respect. Furthermore, good |
| leadership, so will tend to stagnate over time. On | | | | leaders do more than just supervise or manage |
| the other hand it might have plenty of leadership | | | | their teams: they feel a sense of responsibility, |
| and energy behind it, but because of poor | | | | and in return the team members know that their |
| management is unable to convert that leadership | | | | leader cares for them and cares for the business. |
| energy into results. | | | | This renders it easier for people to follow rather |
| As previously stated, then, business leadership and | | | | than be led. |
| management are not mutually exclusive, and not | | | | Business leadership development is an important |
| only does a business need both but a leadership | | | | concept for businesses to take on board, and by |
| development program can be used to combine | | | | taking on such a program, managers will find |
| good management skills with good leadership | | | | people following them rather than having to be |
| capabilities. Leadership can be learned. The | | | | managed. Managers can focus their management |
| concept of the 'born leader' is outdated, and | | | | efforts on the processes and procedures, and |
| leadership can be defined as forms of behavior in | | | | employees will follow them to help convert their |
| terms of skills that can be learned. Leadership | | | | ideas and visions into reality. That's leadership! |
| development involves changing a candidate's | | | | |