The difference between Managerial Development and Leadership Development Programmes is not just semantics. When designing managerial development programmes one should keep in mind that “Manager” is a role and “leadership” is a skill. Furthermore, leadership is not the same at different levels of work.
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Research on cognition and capability has developed in parallel over the years, with both being identified as influencers of individual and organisational performance. As a result, several theorists have assumed that cognition/intelligence may be linked to an individual’s capability to handle complexity. A Bioss study on the correlation between cognition/intelligence and capability yielded interesting results that counter this assumption.
The need to recognise and reward the contribution of employees, especially where this pertains to their retention, has resulted in many leaders focusing on motivation as a key factor to improve engagement and retention. Although this is positive, we need to recognise that motivation is something ‘individual’ and ‘internal’, and cannot always be achieved by applying an ‘external’ reward model.
The time for a new generation of leaders has come. The wise leader understands that they do not have all the answers; that they cannot sustain the organisation on their own, and they understand the limits of human cognition. They are prepared for the unexpected, they hold the torch of hope high when things are uncertain, and they build resilience in their people.