Leadership and management development

Executive summary

The study aims at analysing the leadership and management development strategy of the University of Arts London. The 2006-2010 strategy of the company has been evaluated in the paper to provide suggestions and set the road for the development of the strategy for the year 2020-2025. Leadership and management development play an important role for organisations to set the track and develop the future leaders and managers. The issues related to the use of budget and planning for the institute’s future are a concern. This reflects on the need for leadership and management development in the organisation. Evaluation of the programme is also essential to understand the scope of development gained by the participants and issues faced during the programme.          

Part A

1.1. Introduction

Leadership and management are two interrelated concepts in an organisational study where leadership is about guiding the workforce, and management is about administrating the activities of organisations. This assignment focuses on the theoretical concepts related to the leadership and management development programme. Leadership and management development (LMD) is the initiative taken to enable future governance and supervise an organisation’s activities (Alvesson & Sveningsson, 2003). The study aims at assessing the leadership and management development strategy (2006-2010) of the University of Arts. Based on the assessment, the study will evaluate the theoretical information related to the leadership and management development programme and provide a recommendation to the organisation. Overview of LMD along with the assessment of development needs, measuring management, evaluation of management, human, social and organisational capacity, LMD interventions and good practices from the external environment will be focused on. 

1.2.  Brief description of the case study

The University of Arts London is the organisation whose case study has been considered for leadership and management development assessment. The organisation falls in the educational institute category, providing quality educational services to the students. The organisation provides the opportunity of pursuing study in different areas. However, the main functional area of the institute is business, health science and law. The organisation offers these courses through its core colleges, namely Cass Business School, City Law School, and School of Health Sciences (UAL, 2021). This organisation has more than 2500 staff, including professors, lab assistants, administration workers, etc. The university staff is controlled and regulated under the guidance of the Chancellor and Vice-Chancellor. The organisation has developed a strategy, namely leadership and management development strategy, that is aimed at improving the performance and capability of managers. The strategy was developed from 2006 to 2010 (UAL, 2021). Currently, the organisation emphasises developing better leadership and management development strategy for 2020 to 2025. The education market has become competitive along with the government’s pressure of budgets, which has forced the university to reconstruct its LDM strategy for the upcoming years.          

1.3. Overview of LMD

Organisations implement leadership and management development programme to develop their future workforces. Improvement of better governance and the ability to improve the administrational capabilities of managers are the basic purposes of leadership and management development. For these purposes, organisations must set agenda, and dictate the values and processes among future leaders and managers (Bush et al., 2019). Certain factors need to be considered by the organisations before implementing the leadership and management programme. For example, the designing of the programme must be done in a way that converts business needs into leadership outcomes. The core focus of firms regarding strategic thinking, operational excellence, people leadership, or personal effectiveness needs to be dictated to the managers and leaders before implementing the plan (Bârgău, 2015). The expectation and planning of the LMD programme must also be explained to the participants.   

LMD is important for the leaders to update their skills to improve productivity and encourage them to control the workforce in the future. On the other hand, improving the operational capabilities of organisations is the basis of the management development programme. A certain number of objectives are also associated with the development of management, which is to increase the knowledge of managers, performance improvement, development of the ability to take responsibility for future assignments, and influencing the behaviours of employees with the development of managers. According to the literature associated with the topic, there is a huge shortage of trained managers who can perform work efficiently (Renz, 2016). The shortage of trained managers created difficulties for organisations to manage the works when the business tries to expand its operations.

Considering the factor, it can be said that organisations are needed to develop talented staff and improve executive skills to meet the workplace’s future demand. On the other hand, leadership development is significant for companies to increase the scope of success during a change. With leadership development, employees feel it easy to adapt and respond to the changes in a disruptive business environment. It also helps organisations unlock individuals’ potential to perform with high efficiency. Talent management is also important in adopting and implementing leadership and management development. Talent management is the process of attracting and retaining talented employees (Berger, 2020). With the help of leadership development, organisations find it easy to improve the strategy for employee engagement. Fulfilling gaps in the availability of talented employees also becomes easier for organisations with the proper leadership programme.

In the setting of LMD strategy, the analysis of the external and internal environmental factors is necessary for organisations that are not different in the case of the university. It is understood that external environmental factors can help in setting strategies while internal helps in understanding the internal capabilities. For the University of Arts London, external environment factor like Brexit is important about the allocation of finance from government. Changes in employment policies will also be a considerable change that the university needs to be concerned about (Express, 2021). Social factors related to Covid-19 are a concern for the university. The global pandemic has forced the government to come to a standstill as the lockdown halts normal movements. The university’s education system has also been affected as online-based education has become the primary platform for academics. Technologically, organisations also need to be aware of the technological development. Advanced technology like Virtual reality can help the university deliver better education through the online platform. The institute needs to focus on legal factors related to the change of policies as well as rules and regulations after Brexit. Considering environmental factors, the university must effectively protect the campus and its pollution. While considering swot analysis, it can be said that the institute has the strength of a huge number of employees and campus size.

On the other hand, the lack of a leadership development program among the employees concerns the organisation. The Covid-19 pandemic can be a factor that opens up new opportunities to use online platforms for education (Weforum, 2021). The threat of Brexit and its relation with employment is a considerable issue for the University of Arts London.

Leadership and management development strategy is about enabling the future governance of organisations and supervising an organisation’s work activities. For this purpose, the organisations must develop their agenda by considering the values in the firm. Along with this, an effective leadership and management strategy involves an obligation to the culture and strategy of the business (Thorpe, 2016). The programme’s flexibility is also required in developing an effective leadership and management development strategy. With the development of strategy considering the factors, it becomes easier for organisations to align with the factors which are important to organisations. The strategy for the University of Arts London will also be effective if they consider the values, objectives, and other essential factors associated with the organisation. The institute can be benefited from the strategy as savings of budget then could be used for the recruitment activities.

It is evident in the case study that the organisation is currently going through a difficult situation due to the issues in their budget allocation. Thus, the strategy will be beneficial for the organisation by saving costs. On the other hand, the strategy will also be helpful to have future leaders and managers who are quite aware of the institute’s culture as well as policies and procedures. The existing leadership and management strategy of the University of Arts London is based on the development of senior managers for the departmental head, deans, and other higher positions. Adoption of culture and development programme considering the diversity-related factors have also existed in the institute (UAL, 2021). Consideration of the aspects of the existing strategy of the University of Arts London reflects on the presence of an efficient leadership and management development programme.    

1.4. Assessing developmental needs

Assessment needs for development mean evaluating an organisation’s need for leadership and management development. The assessment must be done against certain factors, including the efficiency or capabilities of management, availability of resources in an organisation, and the existing state of the managers or employees for whom the leadership and management development strategy is formulated (Herd et al., 2016). Considering the existing situation of the University of Arts London, it can be said that the assessment is needed for each of the employees working in the university. Especially the organisation’s senior managers and administrative staff need to be assessed in the process. The institute’s existing leadership and management development strategy is also designed for the senior managers and administrative staff, and it needs to be continued for the next five years.

Equality, diversity, and internalisation are also the factors required to be considered and focused on by an organisation for setting a strategy related to leadership and management development. In the contemporary organisational environment, internalisation has become common as organisations intend to expand and increase their reachability (Buckley, 2018). Alike the University of Arts London, other institutes from the education sector are also focusing on expanding their presence to different locations across the gise. The institute’s presence in the educational sector is adopting such an approach for providing education to more students and assisting the developing and underdeveloped countries’ overall education system. The concept of globalisation has influenced such intention of the institutes. In this regard, it can also be said that internalisation also leads to an increase in the need for equality and diversity (Thompson, 2016). This is because expansion forces to recruit employees from the local areas and the presence of employees from the main region. The presence of employees from different races and ethnicity increases the need for implementing an equality and diversity framework. In the case of the University of Arts London, the institute’s operation in the UK also needs to consider equality and diversity as the country has the presence of people from different races and religions.

In this context, it can be said that the incorporation of equality and diversity in leadership and management development can be impactful for organisations to keep ready with future leaders and managers who can deal with the issues related to equality and diversity. It is evident from the case study that the current leadership and management development strategy of the University of Arts London has considered quality and diversity with the uttermost focus. The organisation has adopted an approach focused on informing existing employees of the importance of equality and diversity (UAL, 2021). The existing assessment strategy of the organisation for understanding the developmental needs of managers and employees involves communicating with the senior managers and employees to understand their issues. Assessment is also done to understand the knowledge and other skills required to be a leader or manager.

The presence of certification and the qualification of the senior managers and employees are also assessed to determine the need for specific skill development of leadership and management. Considering all the factors related to assessing the employees’ needs, it can be said that the equality and diversity-related assessments are the most efficient practices in the institute (Keisu & Ahlström, 2020). Although, the University of Arts London must consider the assessment of team management skills for the senior managers and employees. This is because the future role of managers and leaders is hugely associated with the ability to control the team. 

1.5. Measuring management

Measuring the success of leadership and management programme is important to understand for assessing the profit gained from the investment made in people. Human resource is a key element in the organisational setting as they are the persons who are responsible for continuing the growth of the business. With the measurement of leadership and management development strategy, organisations find it easy to drive excellence in operations, implanting sustainability, encouraging innovation, and management of the effective relationship with the customers (Azad et al., 2017). Organisations invest a good amount of capital in the development of leadership and management development. With the measurement of factors related to leadership and management development, organisations found it easy to assess the successful implementation of strategy along with the financial capital investment. Considering the importance of measuring the success of leadership and management development at the University of Arts London, it can be said that the measurement will be essential for the 2020-2025 strategy (UAL, 2021). Measuring the success will help the institute in understanding the difference between the strategy of 2006-2010 and 2020-2025. Further, the gap or the need for development that has been created in the institute in between the years of 2010 and 2020 will also be possible to understand with this measurement.

The processes which are normally followed to measure the effectiveness of leadership and management development strategy involve the collection of feedback, self-reflection among the employees who participated in the development programme, and assessment of the performance of each and every department. Considering the existing situation of the University of Arts London, it can be said that the collection of feedback in the institute exists, which is undertaken to understand the perception of participants (Liphadzi et al., 2017). The issues they have faced during the programme as well as the areas where they need further improvement for effective leadership and development programme, are considered during the collection of feedback. In this regard, it can be said that the institute can consider the feedback collected after the 2006-2010 strategy to understand the need of employees (UAL, 2021). Although, the institute does not have the presence of any self-assessment and departmental assessment. Such aspects are needed to be considered in measuring the efficacy of the leadership and management development programme at the University of Arts London.

With the consideration of self-assessment and departmental assessment, the institute can be helpful for the employees. The staff of the University of Arts London can understand the need for personal development with a self-assessment approach. Added to the process, it can also be said that the self-assessment of each of the employees will be helpful to one another (Bush et al., 2019). This is because the discussion between employees about their development can be impactful to understand one another’s strengths as well as weak areas. While departmental assessment can be helpful to determine the overall needs of each department. The need for development in departments like health, law, and business will not be the same. Thus, measuring the efficiency based on the department can be effective for the entire developmental programme. Although, it is recommended to the institute that they must consider a monitoring activity during the ongoing process of leadership and management development.

1.6. Evaluating management

Evaluating the management of leadership and management development involves the evaluation of the programme post its completion. It is necessary to understand the outcome received from the leadership and management development programme after its completion. The evaluation of leadership and management development can be performed by organisations with two approaches which are short-term and long-term goals (Nikoloski, 2015). For the assessment of short-term goals, the evaluation needs to be done just after the completion of the development programme. While the long-term evaluation can be done after a period of time. The instant effect of the programme can be evaluated by analysing the changes in the work procedure among the employees. While analysis of the long-term effect needs to be done by reflecting on the overall impact of the programme after a specific time period. For the University of Arts London, the evaluation can also be done for the overall strategy implementation period of 2020-2025. It would be helpful for the university to understand the changes that have been observed over time.     

Not only the evaluation of the outcome but also the efficiency of the trainer during the leadership and management development needs to be checked. Trainers are the persons who work with the strategy set by companies. Trainers are responsible for delivering easy-to-understand and factual training to individuals. Solving the queries and the need of the trainees are also the responsibility of the trainer. In this context, it can be said that the evaluation of leadership and management development is required in the training program to understand the ability and intention of the trainers (Ejimabo, 2015). With the evaluation of leadership and management development, the organisations are also able to understand the efficiency of trainers who are undertaking the responsibility of training or development. For the University of Arts London, evaluation of the leadership and management development is important to understand the difference between the programme coordinator who was responsible for the 2006-2010 strategy and will be responsible for the 2020-2025 strategy.

If the good practice for the evaluation of leadership and management development programmes is considered, then it can be said that the adoption of proper strategy and obligation to a simplified way of development can be effective for the employees. Considering the existing situation of the University of Arts London, it can be said that the institute does not have the presence of any proper framework process for evaluating its leadership and development programme (Golensky & Hager, 2020). However, the organisation has the opportunity to evaluate the efficiency of the leadership and development programme by comparing its earlier strategy and the proposed strategy. Considering the theoretical information or literature review associated with the topic, it can be said that the evaluation of leadership and management development programme needs to be done by considering the perception or feedback of the participants (Flinn, 2018). Continuous monitoring is an important aspect of evaluation which must be done with the incorporation of feedback. Thus, the institute must ensure the collection of feedback from both its employees and trainer, which would be helpful in the proper evaluation of leadership and management development.

1.7. Human and social capacity

The human capacity of an organisation means the ability of the workforce to perform tasks for the organisation. The human capacity reflects on the efficiency as well as the capability of using the maximum potential to deliver the best quality of work to the business (Friederici, 2017). Whereas the social capacity of organisations means the ability of a business to work in a collaborative environment, manage public relationships, and avoid providing responsibility to the state actors. While organisational capacity is about the level to which a business is capable of delivering service as well as products. The capability of delivering product or service not only deliver satisfaction among the existing customer expectation but also create opportunities for the future market.

The creation of building human and social capacity is essential in organisations as collaboratively the capacities can improvise the overall organisational capacity. With proper human capacity, an organisation can deliver increased productivity which is also applicable to the social capacity of organisations. This is because the presence of an efficient workforce with a proper working strategy can be helpful to have improved productivity. On the other hand, social capacity is about the collaboration between the workforce that is important to avoid conflicts inside an organisation and deliver a better quality of service to the customers (Paraponaris et al., 2015). With proper strategies and maintenance of social as well as human capacity, organisations are able to deliver a better quality of product or service to the customers, which also leads to satisfaction among the customers. Considering the business environment of the University of Arts London, it can be said that the institute needs to build a collaborative working environment between the staff from different departments. With such collaboration, it would be easier for organisations to have well-developed social capacity. While human capacity building is needed to be relied on the efficiency of the development programme and learning from the programme. Such learning and capacity building can be effective for the institute to deliver well-framed education services to the students.           

1.8. LMD interventions

Leadership and management development interventions involved leadership principals, executive, and professional development, coaching, mentoring, action learning, action science, accountability succession planning, 360-degree feedback, leadership conference, and leadership culture development. Based on the need for organisations as well as considering the potential efficiency, the decisions are made to select effective leadership and management development (Ejimabo, 2015). For the University of Arts London, executive and professional development would be effective in developing the staff. This is because the leadership and management development interventions for the institute are mostly to prepare future leaders who can take responsibility for handling professional as well as education-related aspects (Jaffe et al., 2016). Thus, the leadership and management development intervention of executive and professional development will be effective to teach the way of providing education to the students. While professional development will be helpful in handling certain issues related to the University of Arts London, like budget allocation, and control over expenses. Control over expense and dependency of budget allocation is a weak point for the institute, which is going to be worse in the upcoming future. Considering the issue, it can be said that the institute must adopt the leadership and management development intervention.

The stakeholders of the case study are upper management, senior managers, employees, students, and the government. With the executive and professional development, each of the stakeholders will observe benefits from the leadership and management development programme. For example, the government will be reliable on the developed staff as they have the potential to set strategy and look for new options of funding. While the reformation of the education system will also be easier for the institute to make, which will lead to a better service to the students. On the other hand, the employee can understand the way of developing their skills to become a manager of the institute (Ejimabo, 2015). The responsibilities they had to take and the factors to consider will also be understood through the leadership and management development intervention. The future leaders of the University for Posts like chancellors and vice-chancellors will also be possible to develop with the programme. The senior managers of the university will get the scope to develop their skills and understand the process of work as the leading group of the organisation (Thorpe, 2016). While the learning and developmental programme for the senior managers and employees will become beneficial for the students to have a better opportunity to study along with the development of the university. The scope of developing careers with a better education system and infrastructural development will be another advantage for the students of the University of Arts London.              

1.9. Good practices from the external environment

Through the analysis of learning and developmental activities in different organisations, it is evident that learning and developmental activities are an ongoing process. Organisations are required to undertake strategies in which learning and development activities can be continued for the long run. For example, many companies focus on arranging apprenticeship programmes for younger employees. The University of Arts London can also adopt the policy to train their future workforce. With this approach, the university can provide training to its students who can develop themselves from a student to a senior managerial rank. Collaboration with different organisations can also be an option for the university to set its strategies in relation to learning and development management (Azad et al., 2017). With the collaboration, the University of Arts London can have access to the resources of other institutes. While the use of resources can be effective in providing a better option for learning and development. Sharing knowledge between the employees of both organisations will also be an advantage for the university. This is because the ability to solve problems in working activities will become easier for understanding employees from both organisations.          

Part B

1.1. Value of reflection: a short literature review

A reflection is an approach where a person can reflect on their own experience of dealing with a critical situation. According to Graham & Walton (2018), reflection is valuable for individuals to gain further insights into an experience. The reason for facing challenges during the experience, as well as the reason for capitalising on the opportunity, becomes understandable for individuals with reflection. There are different models of reflection that exist, which are Gibbs’s reflective cycle, Schon’s reflection, Kolb’s learning cycle, etc. The capability of thinking is another valuable aspect related to reflection. In simpler words, a person’s capability of reflecting on a particular situation and ability to remember also becomes assessable with reflection. In accordance with Cottrell (2017), building a relationship between the real-life situation as well as academics also becomes easier for the learners with the reflection. Reflection is not only about explaining a situation but rather determining own strong and weak aspects that are needed to develop. The assessment of performing a task and issues faced during the task is also identified with reflection. In this regard, it can be said that identification issues help the person to focus on the areas to set a better strategy for further development.

Reflection is also useful for an individual to assess their skills. Most common skills like communication skills, team management skills, conflict resolving abilities become assessable with reflection. Based on the identified weakness, individuals also find it easy to set a strategy for further development, which is known as an action plan (Reynolds, 2017). With the action plan, individuals set a strategy for development along with aims and time to achieve the goal. Considering the theoretical aspects related to the topic, it can be said that reflection is a process of mirroring own experience from an event. Reflection helps individuals to assess their own issues as well as plan for future development.       

1.2. Reflective narrative

Kolb’s reflective cycle is a model that is used to reflect on the experience of an event or situation. The past situation or event is used to evaluate with the help of the model. Kolb’s reflective cycle consists of four components which are concreated experience, reflective observation, abstract conceptualisation, and active experimentation (Schultz et al., 2016). Here, the model is used to evaluate my experience of work and learning over the module.

Concrete experience

Concrete experience is the phase where the experience of countering a new event or type of situation is described. Concerning the aspect of the model, I would say that the entire module has been linked with the activities of Human Resource Management. I have learned about the different functions as well as the working procedures of HRM. Initially, I had a perception that HRM is only about the management of daily activities in the workplace. However, my perception related to HRM has been changed after involving in the classes of the module. I understood that HRM is also about recruitment and selection of employees to provide training to the employees. Through the module, I came to know different terms used in HRM, like training and development, retention, performance assessment, etc. In leadership and management development-related learning, I understood that HR managers are responsible for identifying the needs of employees and designing a developmental programme based on the needs of employees.          

Reflective observation

Before my participation in the course, I do not have any clear knowledge about the concept and purpose of arranging a leadership and management development programme. However, the entire course has been helpful for me to clear the gap in my knowledge and develop knowledge in certain areas. For example, through the course, I understood that HRM is a wide area of study where many aspects exist. The process of organising as well as the purpose of the management development programme was a bit clear to me. With my own knowledge and ideas, I understood that HRM needs to involve in multipurpose working activities as well as the process of providing training to employees to get them ready as future workforce. However, I had a belief that leaders are born and cannot be developed. This perception has restricted me to think that leaders can also be developed. But, the kind of approach is undertaken by HRM to develop the leaders of the future.

Abstract conceptualisation

Through the module and its outcome, I have been able to develop my ideas and knowledge in certain areas. For example, my abstract knowledge about leadership and management development and understanding from the course forces me to think about innovation in leadership and management development. I came to understand that collaboration with similar institutes can be effective for the University of Arts London to provide more scope to its employees. Share of knowledge, as well as the use of resources from other companies, can be an effective way to develop leaders and managers for the future. The university can consider the collaborative approach for the development of strategy 2020-2025.     

Active experimentation

With the application of collaboration between organisations to arrange leadership and management activities, it can be said that the benefits will be for both the institutes. From my knowledge, I can say that the University of Arts London can have a better and well-developed opportunity to arrange the leadership and management programme. It can be carried by the institute in the long run and continue the development of leaders and managers.        

Conclusion

The study has been done to evaluate the 2006-2010 learning and development strategy of the University of Arts London. The purpose of doing the analysis is to provide recommendations and set the track for the development of the strategy for 2020-2025. It is understood that a learning and development strategy is necessary for organisations to train the future leaders of organisations. The need for a future leader at the University of Arts London is to meet the challenge of handling the budget as well as development-related challenges. Leadership and development management can be helpful for the organisation to provide training to future leaders and managers. It is evident from the study that evaluation, assessment of the learning and development activities are also necessary to execute an effective learning and development management programme. The evaluation and assessment need to be conducted during the leadership and management programme and also after completion. The ongoing evaluation of the programme is needed to be conducted by monitoring the performance and issues faced by the participants. While after the completion of the programme, an assessment of the employees’ needs and their feedback is needed to collect. It is also understood that the university is required to assess the capabilities of its human, capital, and organisational resources. With the assessment, the University of Arts London will be able to understand the need for its ability to conduct such a programme.        

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Appendices

Kolb ELT Reflective diary