This book arises from the natural aspiration of managers to have a leadership quality metric in their scorecard, and from my astonishment at the scarcity (not to say absence) of indicators of this type.
Addresses an innovative topic: Leadership Analytics as a management system for improving leadership in organizations. This milestone was a pending subject in my professional career.
This is an unpublished content designed for visionary leaders. From the approach to leadership to the implementation of the Leadership Quality Management System (LQMS) in the organization through Leadership Analytics. Throughout the book I address how define the leader needed to meet our strategy-derived challenges, as well as the best way to measure their quality through an ICL Leadership Quality Index and manage it by mapping it, calculating the existing and required density in order to properly manage your pipeline. Each chapter offers practical advice backed by real-life examples.
This is a small preview of its content:
First part:
Basis and context
Approach to leadership Define the necessary Leader Profile and offer advice for its alignment with your strategy.
Leadership and results It details the value chain from leadership competencies to organizational results.
Leadership and organizational culture Explore the influence of leaders in shaping the required Culture.
Second part:
Leadership Quality Management System (SGCL)
Leadership Quality Management System Introduces the SGCL to create and maintain a Leadership Culture aligned with the Strategy.
The Leader We Need (I) It discusses the need to have a good definition of the leader that our strategy requires and provides practical tips for developing said definition.
The Leader We Need (II) Presents examples of the leader profile developed by different organizations.
The Leadership Quality Index (LQI) Introduces the Leadership Quality Index (LQI) as a way to measure the alignment of leaders with the defined leadership profile.
Mapping Leadership Quality Describes how to use the Leadership Quality Index (LQI) to map our leaders. Introduces the matrix 9 Box quality of leadership (MCL).
Introduction to the Consequences Policy Introduces the concept of consequential policy within the leadership quality management system (LQMS) and gives examples of it.
Consequential policy: leadership development Describes the contribution of training and development as the first and most important policy measure of consequence. It provides some good practices and trends that will help us align the leadership school of the corporate university.
Management system-consequential policy: other measures Provides ideas to enrich the policy of consequences by aligning it with the organization's talent systems.
Impact assessment. Return on investment (ROI) Proposes how to measure the contribution of the leadership quality management system (LQMS) to results and culture.
Third part:
Complementary and derived topics from the SGCL
The SGCL implementation project (I) It deals with the process of implementing the Leadership Quality Management System in an organization seen as a case of change management that ensures its acceptance and correct integration into its systems.
The SGCL implementation project (II) Describes some keys to success in integrating the leadership quality index into the performance evaluation system of an organization so that it is accepted and its contribution of value to the strategy and the strengthening of the culture is perceived.
Leadership Analytics (I) A series of metrics are described for the Leadership & Cultural Analytics which enables the Leadership Quality Management System (LQMS).
Leadership Analytics (II) Review the proposed tools for the Leadership Analytics which enables the Leadership Quality Management System (LQMS).
Authorship/Co-authorship:
“Challenges and trends: reality of talent management”
Ventosa, J.P. (2021). Creating HR Value. Guide for Human Resources experts. AMEDIRH Magazine
Ventosa, J.P. (2012). “Keys to measuring investment in training.” The myths of Silvia, Eds. Cagigas, J. and Mazo, I. Madrid, Spain. LID Editorial Empresarial, SL
Ventosa, J.P. (2009). “Eighth challenge: They're leaving me! Keys to retaining talent.” Silvia's ten challenges, Ed. European Fund. Navarra Business School, Spain. I grow! publishing
Ventosa, J.P. (1999). “The future of training in the company.” Training notes, Barcelona, Spain. EPISE-Training Club
“Reflections for the trainer”
Ventosa, J.P. (1998). “Reflections for the trainer.” Training notes, Barcelona, Spain. EPISE-Training Club
Prologues:
Kirkpatrick, D., & Kirkpatrick, J. (2007). Evaluations of training actions. The four levels (Training and Development Collection), Barcelona, Spain. Management 2000 / EPISE
Stolovitch, H., & Keeps, E. (2007). Don't tell him, show him! (Training and Development Collection), Barcelona, Spain. EPISE-Training Club / Management 2000
Mager, R. (2006). Objective analysis. How to define your goals so you can achieve them (Training and Development Collection), Barcelona, Spain. Management 2000 / EPISE
Pulliam, P. and Phillips, J. (2006). ROI Fundamentals (Training and Development Collection), Barcelona, Spain. Management 2000 / EPISE
Harold S. Stolovitch and Erica J. Keeps. (2007). Don't tell him, show him! (Training and Development Collection), Barcelona, Spain. Management 2000 / EPISE
Mentions, thanks and presentations
Díaz-Llairó, A. (2016). Talent 3.0, London, United Kingdom. LID Publishing Ltd
Dirube, J.L. (2007). I want to be an entrepreneur: Twelve interviews to learn key skills, Madrid Spain. Ediciones Díaz de Santos, SA
Kirkpatrick, D., & Kirkpatrick, J. (2007). Implementing the four levels. A practical guide for effective evaluation of training programs, San francisco California. Berrett-Koehler Publishers, Inc.
EPISE (2000). Design of training programs (Training and Development Collection), Barcelona, Spain. EPISE-Training Club / Management 2000
James D. Klein, J. Michael Spector, Barbara L. Grabowski (2004). Instructor Competencies. Standards for Face-TO-Face, Online, and Blended Settings. Information Age Publishing, Incorporated.
Christian Galvan (2024). Corporate Universities. The training revolution. Legere Liberum.