Leadership Development within XXX Ltd

Charismatic leaders were attributed powerful qualities by those who follow them. traditional leaders were powerful by virtue of hereditary wealth or peerage. legal leadership draws its power from professional knowledge and technical expertise, and formal authority was legitimized through roles or position in the bureaucratic hierarchy. As such, formal authority is legitimated by subordinates’ understanding and respecting rules and authority (Buchanan, Huczynski, 2003, pp. 90-98). In contrast to Weber’s approach, more recent sociological approaches to leadership have been more concerned with notions of power rather than leadership per se. As such, the study of leadership is less about the individual and more about how power structures allow domination and control over others.
XXX Ltd. has considered leadership programs that give their employees’ with a self-directed career path that initiates their individual and professional development within the company. Buchanan and Huczynski (2003, pp. 90-98) discuss that the program’s courses present a number of leadership activities that enhances the learning value whilst sharpening the skills of the leaders and their leadership skills within the company. XXX Ltd. has given their employees the opportunity to utilize these leadership development programs in initiating the growth of their career and to cultivate business diversity and cross-functional flexibility. These programs are offered up to the ‘high potential’ employees who are deserving of succeeding through the various stages of the leadership development process on both a novice and advanced level. Either level of the program will hold specialized leadership activities that sustain the six sigma methodologies and incorporate a 360-Degree feedback approach to a multi-faceted learning environment that incorporates classroom learning with multi-business rotational assignments.