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本文回顾了在领导力发展领域的显著趋势。在过去的二十年中，这种趋势包括新的领导发展方法的扩散，越来越认识到一个领导者与他人的情感共鸣的重要性。现在越来越认识到领导力的发展涉及的不仅仅是领导个人以至于现在更关注领导力的发展，全面地考虑如何最好地使用领导力以及平衡工作和生活。未来的趋势包括全球化、技术和投资回报率令人兴奋的潜在发展，以及领导本质和领导发展的新思路。

回头看看过去20年里国家领导和领导力的发展，我们惊讶地发现一篇标题包含“领导”的文章里的人力资源规划超过过去十年。在过去的二十年里，在组织领导的发展中，有一些令人感兴趣的事情发生了。在过去20年的领导发展领域中，最值得注意的问题和发展趋势，这是2个标题下的问题：

This article reviews notable trends in the Leadership development field. In the past two decades, such trends included the proliferation of new leadership development methods and a growing recognition of the importance of a leader’s emotional resonance with others. A growing recognition that leadership development involves more than just developing individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technology, return on investment (ROI), and new ways of thinking about the nature of leadership and leadership development.

The Past 过去

Looking back at the state of leadership and leadership development over the past 20 years, we were surprised to discover more than a decade passed before HRP first contained an article with the word “leadership” in its title. The last two decades have witnessed something of an explosion of interest in leadership development in organizations. Some of the most noteworthy issues and trends in the field of leadership development in the past 20 years fall under these two general headings:
The proliferation of leadership development methods;
The importance of a leader’s emotional resonance with and impact on others.

Proliferation of Leadership Development Methods

One clear trend over the past 2years has been the increasing use and recognition of the potency of a variety of developmental experiences. Classroom-type leadership training—for long the primary formal development mode—is now complemented (or even supplanted) by activities as diverse as high ropes courses or reflective journaling.

Classroom training should not be the only part of a leadership development initiative, and may be the least critical. While training may even be a necessary element of leadership development, developmental experiences are likely to have the greatest impact when they can be linked to or embedded in a person’s ongoing work and when they are an integrated set of experiences. Activities like coaching, mentoring, action learning, and 360-degree feedback are increasingly key elements of leadership development initiatives.

Developmental relationships primarily take two forms: coaching and mentoring. Coaching involve practical, goal-focused forms of one on- one learning and, ideally, behavioural change (Hall, et al., 1999). It can be a short term intervention intended to develop specific leadership skills or a more extensive process involving a series of meetings over time. The most effective coaching allows for collaboration to assess and understand the developmental task to challenge current constraints while exploring new possibilities, and to ensure accountability and support for reaching goals and sustaining development (Ting& Hart, 2004). Mentoring is typically define本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。