Leadership Development Program Plan

others stage from The Leadership Pipeline. Organizations must determine how to prepare or “grow” future leaders for all levels. The first level of
leadership is of great importance because it is the employee-facing aspect of management. The
employee-facing aspect of management is about employee engagement. The first level of organizational
leaders is the first line of supervisors throughout the organization. This creates a worthy goal for
companies to grow quality first-line supervisors. In the flatter, modern organization there are more first
line leaders, but there are fewer paths for them to become strategic leaders. One of the most important aspects presented in the leadership pipeline approach by Charan, Drotter,
and Noel (2011) is the time necessary for development and transition to the next level of leadership
competency. They make the point that a leader cannot transition from one stage to the next without
demonstrating a good command of the leadership competencies for the level they want to grow out of.
It is a tenant of the pipeline approach that leaders don’t move to the next stage when they only have
shaky performance of the competencies at the previous level. References Charan, R., Drotter, S., and Noel, J. (2011). The leadership pipeline: How to build the leadership powered
company, Second Edition. Jossey-Bass. Skillsoft Books BusinessPro Collection. HR Challenge You are an HR professional who needs to be a strategic thinker. You must consider the enterprise-wide
effects from the decisions you make. Your plan for the leadership development program must ensure
that leaders learn and practice the skills to lead others and prepare for the next stage of the leadership
pipeline. CapraTek is not yet in a position where the company can effectively manage a broad leadership
development program through all the stages of the leadership pipeline. At this time there are many leadership roles in the organization, but there is no uniformity of
qualifications for selection. Also, there are no current polices that provide guidance or pathways that
would help aspiring employees and current supervisors or managers know how to prepare for and
compete for advancement. The learning and development staff will create the first level of a leadership development program
(leading others) that will focus on the second stage in the leadership pipeline (Charan, Drotter, and Noel,
2011). The reasoning behind the emphasis on the first stage is there is a need to prepare prospective
first-line supervisors because they have the greatest impact on the largest number of employees in all
areas of the organization. It is expected that two cohorts of supervisory candidates will participate in the
program during each year, with approximately 20 participants from a broad range of occupational fields. In the future, the program can be expanded, but for now the scope of the program should serve as a
pilot for a more comprehensive program that will include all levels of the leadership pipeline: leading

others, leading leaders, functional leaders, business leaders, group leaders, and enterprise leaders
(Charan, Drotter, and Noel, 2011). As the program is developed, learners should recognize that the
creation of these types of programs often coincides with obstacles. Some of these barriers include what
part of the organization should have responsibility and what part of the organization will be responsible
for costs and participation approval. Lastly, it is essential in most organizations that new programs of
this scope be challenged during the review process, long before implementation. As such, seeking the
active support of one or more senior executives as program champions is something that should be
considered in this assessment. Instructions Write a 4–5 page plan with outline of a first-level manager leadership program based on the leading
others stage from the leadership pipeline: 1. Read chapters 2 and 3 from The Leadership Pipeline.
o Charan, R., Drotter, S., and Noel, J. (2011). The leadership pipeline: How to build the
leadership powered company, Second Edition. Jossey-Bass. Skillsoft Books BusinessPro
Collection. 2. Write an introduction to the leadership development program including:
o Explain the theory for developing frontline leaders from scholarly sources, including The
Leadership Pipeline.
o Provide an example of how you would go about program development and
implementation, given the information provided above and in the text.
o Select 2–3 activities from above for your abbreviated leader development program
activities and support their contribution to the program with references. 3. Analyze selected parts of the leadership development program so that concepts are integrated
into how they would support the program deployment or the employee development. 4. Explain the rationale for your selection of program activities. 5. Analyze how the plan could be expanded to include other stages of the leadership development
program within the company, according to the text and other references. 6. Write a conclusion that summarizes the rationale for the leadership development program, the
highlights of the program you designed, and how the program could be adapted in the future. Additional Requirements The deliverable for this assessment applies professional skills in Human Resources Management (HRM)
to workplace situations which you will likely encounter in your day-to-day work in HRM. As part of your
learning, we focus on the development of effective professional communication skills for the workplace.
• Length of paper: Your leadership development plan should be 4–5 double-spaced pages, not
including a resource page.

• Organization: Make sure that your writing is well-organized, using headings and subheadings to
organize content for the reader.
• Font and font-size: Times New Roman, 12-point.
• Number of resources: A minimum of four course resources.
• Evidence: Support your thoughts and ideas with data and in-text citations. Use current APA
format for in-text citations and create a reference list at the end of your document.
• APA formatting: Resources and in-text citations are formatted according to current APA Style
and Format.
• Written communication:
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards.
o Write for a specific audience, using the vernacular of the profession.
o Use spell-check and other tools to ensure correct spelling and grammar. Competencies Measured
• Competency 1: Analyze the strategic role of human resource development to create an agile and
innovative workforce.
o Explain the theory for developing front line leaders from scholarly resources.
• Competency 2: Apply theories and models of professional learning.
o Describe the rationale for selection of leadership development activities that are varied
and aligned with the “leading others” stage.
• Competency 3: Evaluate approaches for the design, development, and implementation of
programs which support learning needs in the workplace.
o Analyze how the plan could be expanded to include other stages of leadership
development.
• Competency 4: Develop approaches to support learning, career development, and mobility of
individual contributors, managers, and leaders.
o Explain how the leader candidates will be evaluated and given feedback throughout the
program that will promote career development.
• Competency 5: Communicate clearly, accurately, and professionally for the HR field.
o Convey purpose, in an appropriate tone and style, incorporating supporting evidence
and adhering to organizational, professional, and scholarly writing standards.