Nationally awarded gold medallion from Reader Views and Nautilus Book Awards. Organizations are always developing and so are leaders. When leaders invest in the simultaneous development of their character and their competence it enhances their leadership capacity. Capacity is the ability and readiness to lead at higher levels of organizational complexity.
Dick is the president of The Leadership Development Group. He is a leadership strategist with a passion to help organizations unravel the complexities of developing engaged leaders. His assess, learn, and grow model assists organizations in the design of structures and systems that accelerate leadership development for emerging and seasoned leaders. Daniels hosts The Leadership Development Group on LinkedIn Groups. This online forum includes more than 28,000 global members sharing best practice insights. He is VP of Consulting Services for Right Management Florida/Caribbean. Leadership Briefs was awarded the First Place Gold Medallion for the Business Book Category by the Midwest Independent Publisher's Association. His newest book was just released and reviewed on Amazon. Leadership Core: Character, Competence, Capacity. He is an ICF Certified Executive Coach and serves on the board of Hodos Institute providing leadership research and training throughout Eurasia.
Organizational culture is the context in which leadership occurs. The challenge of leadership is understanding where the organization is in its development and being agile in applying the appropriate competencies that will contribute to further organizational maturity that will touch leaders at every level in any organization.
Dr. Dick Daniels
The Leadership Development Group
Organizational Development research and literature describe the normal and predictable stages of development and deterioration that any organization will experience as part of the organizational story. The leadership challenge is knowing when to step back and reflect on the sequence in that developing story. Vision leads to mission. Mission leads to strategy. Strategy leads to structure. Structure leads to staffing. Staffing leads to systems. This sequence is both dynamic and linear at the same time. Think of it in reverse order. Systems are the result of staffing. Staffing is the result of structure. Structure is the result of strategy. Strategy is the result of mission. Mission is the result of vision. Vision, mission, and values rarely, if ever, change, but everything else in the sequence keeps changing dynamically. If leaders do not anticipate the normal and predictable challenges in each stage of organizational development, then ignoring needed changes in the strategy, structure, staffing, and systems will eventually contribute to organizational atrophy and ineffectiveness.