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Identifying and Developing Emergent Leadership within the United States Patent and Trademark Office (USPTO)
Kevin Williams
University of Maryland University College
Professor Boyle

Abstract

Identifying and Developing Emergent Leadership
Introduction.
While it is easy to define leadership as someone who has the ability to influence others in achieving a goal or mission (Robbins and Judge, p.191), providing a qualitative definition is challenging. How does one define good leadership? Answering this question is quite difficult as we all have different workforce experiences and perspectives. Just as individuals struggle with this question, so do organizations. As with most organizations, not only is there a struggle to define good leadership, there is a constant struggle to identify and develop leadership potential. Organizations are quick to identify, assessing and developing leaders as top priority, but as with most organizations they fail to implement a formal construct. On average, only 31 to 55 percent of large organizations have developed formal programs to identify and develop leadership potential (Dries and Pepermans, 2012).
There are many challenges that confront organizations in developing a formal program, the most common being identifying the criteria that presently being used as opposed to what should be used (Dries and Pepermans, 2012). In their research, Dries and Perpermans discovered that in a lot of instances, organizations were relying on gut feelings of untrained managers in assessing leadership potential vice applying a formal and deliberate process(Dries and Pepermans, 2012) .
The purpose of this report is to not only providing a theoretical framework of the qualities of good leadership and emergent leaders, but to also provide a recommendation for apply the theoretical framework of leadership assessment and development within

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