The learning and development (L&D) function can be crucial for supporting the development of leaders and managers in several ways. One of the ways in which the L&D professionals can do so is by the identification and assessment of potential leaders. They can implement performance conversations with employees and executives, perform regular evaluations of upper-level leaders, and review team members’ behaviours, communication capacities, and professional attitudes. Such an approach can allow the L&D function to outline the individuals among the personnel that have outstanding leadership skills and can lead the company to success.
Another example of the L&D function’s strategies supporting development is the delivery of training. L&D professionals can choose appropriate materials and sources based on the company’s goals and employees’ attitudes or performance they observe. They can establish group discussions, training sessions, lectures, or team exercises, ensuring collaboration among team members. To do so, L&D professionals should assess the needs the organisation currently has and outline the possible obstacles that may prevent it from achieving them. Therefore, the third approach the L&D function may take to support management and leadership development is needs assessment. Along with analysing the company’s needs, L&D professionals may outline training needs by performing surveys, personal interviews, or consulting existing team leaders and managers. Such an approach can ensure that employees’ needs are met and that the firm is moving towards its goals.
The fourth way in which the L&D function can support the development of leaders and managers is by performing related administrative tasks. For instance, L&D personnel may schedule necessary training interventions and classes, set up equipment used for them, and coordinate employees’ enrolment into such programs. Such a function is crucial because other departments, including executive ones, may have a limited ability to perform these tasks.
Finally, L&D professionals can design interventions aimed at supporting leadership and management development. As mentioned above, these employees may be responsible for assessing the potential leaders and the capacities the company’s employees have. By outlining the common tendencies in workers’ attitudes, behaviours, and personal traits, the L&D function can design training manuals for the particular organisation with the consideration of its current state and goals. Moreover, L&D professionals can implement various instructional techniques to ensure the highest level of effectiveness of suggested training sessions for employees.