the meaning of leadership training?
104277
maybe its mean how can u be a leader ?
1071836
In management, you are studying the "nuts and bolts" of how to manage a business.  (Hence the name "business management," I suppose.)\n\nIn organizational leadership, you are studying how to inspire and motivate followers, to develop a vision for an organization, etc.  It is geared more toward executive levels of leadership.
19499
Both are disrespectful and both are signs of insecurity.  A true leader has the confidence to lead by being a team member, not a dictator; and likewise, a true leader creates the same confidence in his/her team so that they can do whatever needs to be done and can handle whatever feedback comes from that performance without feeling devalued.
595307
Leader.\nCommunicator.\nFacilitator.\nNegotiator.\nProblem solver.\nCreative.\nAble to balance multiple priorities.\nAble to see “the big picture”.\nDetail orientated.\nIntegrator.\nAble to make decisions.\nGood understanding of project environment.\nGood understanding of project management tools and techniques.\nFlexible.\nAble to delegate.\nAbility to influence.
59773
In my experience, leaders have three goals: show purpose, give direction, and provide motivation. The one that is most often skipped over is providing motivation. This is more than just words of encouragement. It's also leading by example, coaching people on how to improve, giving credit to success and attempted success, and giving people responsibilities without micromanaging them.
703022
Yes.  There is a hierarchy in place where some peers out rank others.  You are usually taught by retired military officers.  You get many after school programs such as Rifle teams or Raiders.  You are taught things like map reading, plotting coordinates, public speeking and becoming tomorrow's leader (and cannot forget the unique fitness programs)
685512
Personal skills means having the ability to get along and work well with people--the capabilities to lead as well as follow. You can be well trained technically but if you cannot function as a team member of an organization, companies are less likely to hire and/or keep you around.
935714
Leadership. Civilian organizations teach management skills. There is a big difference between leadership and management. Leaders provide purpose, direction and motivation for accomplishing a specific mission. Leaders genuinely care for their subordinates, and their well being, while still getting the mission done. Leaders set the example by their actions thereby  causing their subordinates to emulate their behavior, which in turn generates more leaders. A manager supervises subordinates and only cares about the bottom line. You don't need the military to learn how to kill people. Just go to a rough neighborhood if you want to kill people. The tactics used by the military to kill can be learned in an SWAT academy or any back woods militia in America. Hope this answers your question.
473717
This may not help you a lot, but it shows these type issues have been around for a looong time.  And the thing about rotating people around as a band-aid to "help" isn't new either lol :)\n\nThis is a GREAT quote ......\n\n"We trained hard, but it seemed that everytime we were beginning to form into teams, we would be reorganized.  I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, ineffieiency and demoralization."\n\nPetronius Arbiter, 210 BC\n\nOBSERVATION.... I have never been directly involved in personnel&#92;staffing or strategic marketing and business focus issues but, as a past internal ISO 9001 program administrator for a multinational corporation, I have observed essentially the same symptomatic patterns as described by the first and third responder.  But... I would add this, some of the same patterns and phenomena can be triggered whether organizational change is needed, or, has recently been implemented.  This somewhat supports the comment from Citizen Arbiter. Go figure.
751216
(m)\n\nIf we want to maximize training and development results by linking them to performance management we need to understand the difference between training activites and development activities. That's because it's important that we choose the right mechanism for addressing any needs we have.\n\nTraining usually refers to some kind of organized (and finite it time) event -- a seminar, workshop that has a specific beginning data and end date. It's often a group activity, but the word training is also used to refer to specific instruction done one on one.\n\nEmployee development, however, is a much bigger, inclusive "thing". For example, if a manager pairs up a relatively new employee with a more experienced employee to help the new employee learn about the job, that's really employee development. If a manager coaches and employee in an ongong way, that's employee development. Or, employees may rotate job responsibilities to learn about the jobs of their colleagues and gain experience so they might eventually have more promotion opportunities. That's employee development.\n\nIn other words employee development is a broader term, that includes training as one, and only one of its methods for encouraging employee learning.\n\nThe important point here is that different activities are better for the achievement of different results. For example, if the the desire is provide an employee with a better understanding of how the department works, job rotation might work very well. If the goal is to improve the employee's ability to use a computer based accounting package direct training would be more appropriate than, let's say, job rotation.
731339
I'd like to say some people are just born leaders, but environment can't be denied.  You wonder why there are so many children of politicians/leaders who become leaders also.  Or why children of successful people, e.g. doctors, lawyers, etc., are also successful.  I believe people should be taught, or need to learn, the importance of education, of service, of law.   It's not necessarily the subject they learn, but the process of learning.  If you learn the skills of learning, or the skills and importance of service, you will generally seek greater/more learning and will seek to make a different in your community.
116285
to lead is to advise or set an example and allow others to choose to follow\n\nto control is to remove the OPTION of the person following
1487
Training targets behavior directly, and might indirectly influence thought processes. This typically calls for more than a lecture format. Training might start by specifying steps needed to accomplish a particular task, but more than this is needed to assure that certain skills or procedures are learned. Participants in a training course should practice the desired behavior and receive pertinent feedback to support what's right and correct what's wrong. If feedback is given genuinely in a trusting and caring atmosphere, behavior might not only be directly improved, but one's thinking or attitude associated with the behavior might be positive. \n\nConversely, education focuses on trying to influence participants' cognitive or thinking processes. This kind of education might increase profound knowledge or critical thinking skills, and this could lead to behavior change. If so, I will have "thought a person into behaving differently." In other words, education targets thought processes directly, and might indirectly influence what people do.
1172512
In organizational studies, the path-goal model is a leadership theory that states that a leader's function is to clear the path toward the goal of the group, by meeting the needs of subordinates. The model was developed jointly by Martin Evans and Robert House.\n\nThe Path-Goal Theory developed by Robert House (1971) is based on the Expectancy Theory of Motivation. The manager’s job is viewed as coaching or guiding workers to choose the best paths for reaching their goals. Best is judged by the accompanying achievement of organizational goals. It is based on the precepts of Goal Setting Theory and argues that leaders will have to engage in different types of leadership behavior depending on the nature and the demands of a particular situation. It is the leader’s job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization’s goals.\n\nA leader’s behavior is acceptable to subordinates when viewed as a source of satisfaction, and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches, and rewards effective performance. Path-Goal Theory identifies achievement-oriented, directive, participative, and supportive leadership styles. In achievement-oriented leadership, the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. This style is appropriate when the follower suffers from a lack of job challenge. In directive leadership, the leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when the follower has an ambiguous job. Participative leadership involves leaders consulting with followers and asking for their suggestions before making a decision. This style is appropriate when the follower is using improper procedures or is making poor decisions. In supportive leadership, the leader is friendly and approachable. The leader shows concern for the followers’ psychological well being. This style is appropriate when the followers lack confidence.\n\nPath-Goal Theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables, such as environment and follower characteristics, that moderate the leader behavior-outcome relationship. Environment is outside the control of the follower-task structure, authority system, and work group. Environmental factors determine the type of leader behavior required if the follower outcomes are to be maximized. Follower characteristics are the locus of control, experience, and perceived ability. Personal characteristics of subordinates determine how the environment and leader are interpreted. Effective leaders clarify the path to help their followers achieve theory goals and make the journey easier by reducing roadblocks and pitfalls. Research demonstrates that employee performance and satisfaction are positively influenced when the leader compensates for the shortcomings in either the employee or the work setting.\n\nIn contrast to the Fiedler contingency model, the path-goal model states that the four leadership styles are fluid, and that leaders can adopt any of the four depending on what the situation demands.
635295
The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says "I"; The leader says "WE". The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, "GO"; the leader says lets, "GO!
476088
it means that either they are re-doing teh position description so you must be "trained" in your position again or it can be that some or all your coworkers are not doing their jobwell so they are training everyone again.\nGood - you can always learn something new\nBad - probably will be long and boring.
23295
I believe some leaders are born but I also believe that leaders can be trained.