The Demanding Character of the First Leadership Role: Experiences, Learnings and Development
Naglinska, Laine (2016)
Naglinska, Laine
Haaga-Helia ammattikorkeakoulu
2016
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2016053111149
https://urn.fi/URN:NBN:fi:amk-2016053111149
Tiivistelmä
In today’s world, one of the most limited resources is leadership talent capable of continuously leading organizations towards success, despite the uncertainty and challenges of tomorrow. Given the significance and demanding character of the first leadership role, it is crucial to be aware of the challenges first-time leaders face in order to help them overcome those challenges and enhance their knowledge and competencies.
The main objective of the thesis is to analyze learning and development experiences of first-time leaders within the commissioning party, KONE, as well as to research the leadership talent pool, in order to analyze the leadership pipeline demographics and retention rate. The purpose of this thesis is to present useful information to KONE about how first-time leaders learn, what kind of challenges they face and how they acquire experience in order to support the further development of one of KONE’s leadership development programs, as well as the overall leadership development processes in the company.
The theoretical framework is divided into two main parts. The first part discusses the importance of talent management and various leadership development strategies. In the second part the leadership pipeline model, and the main challenges of first-time leaders are introduced. Finally, the role of self-leadership, organizational support and continuous learning is presented.
The research methods used are quantitative and qualitative. Data analysis and semi-structured interview methods were applied. The interviews were carried out during March and April 2016 with a chosen sample of leaders who reflected on their experiences, challenges and learning experiences as first-time leaders in KONE.
The results of the research show that during their first-time leadership position, leaders faced a wide variety of challenges that later grew into beneficial learning experiences. Findings confirmed that alongside organizations, supervisors play an important role in the development of first-time leaders. However, the responsibility for a leader’s development fundamentally starts and ends with the leader himself.
In order to help KONE to develop its leadership development program and processes, development proposals are presented in the last chapter of the thesis. Among others, they include encouraging supervisors to take a more proactive role in first-time leader’s development, creating local leadership development programs and having self-leadership as the foundation of any developmental program.
The main objective of the thesis is to analyze learning and development experiences of first-time leaders within the commissioning party, KONE, as well as to research the leadership talent pool, in order to analyze the leadership pipeline demographics and retention rate. The purpose of this thesis is to present useful information to KONE about how first-time leaders learn, what kind of challenges they face and how they acquire experience in order to support the further development of one of KONE’s leadership development programs, as well as the overall leadership development processes in the company.
The theoretical framework is divided into two main parts. The first part discusses the importance of talent management and various leadership development strategies. In the second part the leadership pipeline model, and the main challenges of first-time leaders are introduced. Finally, the role of self-leadership, organizational support and continuous learning is presented.
The research methods used are quantitative and qualitative. Data analysis and semi-structured interview methods were applied. The interviews were carried out during March and April 2016 with a chosen sample of leaders who reflected on their experiences, challenges and learning experiences as first-time leaders in KONE.
The results of the research show that during their first-time leadership position, leaders faced a wide variety of challenges that later grew into beneficial learning experiences. Findings confirmed that alongside organizations, supervisors play an important role in the development of first-time leaders. However, the responsibility for a leader’s development fundamentally starts and ends with the leader himself.
In order to help KONE to develop its leadership development program and processes, development proposals are presented in the last chapter of the thesis. Among others, they include encouraging supervisors to take a more proactive role in first-time leader’s development, creating local leadership development programs and having self-leadership as the foundation of any developmental program.