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The Importance Of Leadership Development At Motorola

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Introduction
Leadership development appears to be an area of interest for most companies today as can be observed from survey results highlighting the heightened attention and resources used for leadership development. Many organizations today are viewing leadership as a source of competitive advantage and are investing heavily in its development.
Leadership development can be defined as the increasing capacity of an organisations member to work effectively in leadership roles and processes. It helps in building the ability of a person both as an individual and as a group in solving problems that could not have been predicted and it is oriented towards developing an individual or a group’s ability to anticipate and address unforeseen challenges. …show more content…

Motorola’s most cherished creation, the Six Sigma initiative, traditionally billed as a quality initiative, but is at its heart is about leadership development. Spending over USD 150 million annually on development initiatives, Motorola has a structured approach to corporate education, espousing similar values with different programmes as per organisation levels. The focus is for Motorola to maintain its rapid growth rate, while retaining its innovation-based …show more content…

J&J attributes its success to its ability to develop good leadership. J&J has followed an organizational credo to develop its leadership.
J&J’s Credo is a one-page document containing all details on a corporation’s responsibility to customers, employees, the community, and stockholders. They have made sure that the Credo has become an integral part of the company and its philosophy, encouraging managers to use it to lead their business decisions.
J&J has a highly decentralized setup and has many small units. So they encouraged its managers to act autonomously in an entrepreneurial manner. This helped in the development of leaders. Even though J&J grew aggressively, they always managed to have enough managers and leaders coming through the organization because of this process.
J&J used “Frameworks”, their own internal process to develop leadership and teamwork in the organization. Frameworks used 360-degree feedback; Credo survey results to continuously develop the content and process for leadership development. Using this method, they came up with “Standards of Leadership”. J&J too, like GE was adept at timings their training program at the time of career transition points, thereby preparing them for better handling of drastic changes in roles and

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