The current development pathway within Securitas Ireland and its contribution to developing effective leaders.

Abstract

Securitas Group has a global footprint providing security services worldwide for blue-chip companies such as Microsoft, Facebook, LinkedIn and Amazon. The past decade has seen a significant shift in the role of its security officers, moving from stand-alone positions to roles within teams which require good communication and leadership skills. Further changes have occurred in how leaders lead and the impact both positively or negatively this can have on an organisation’s growth and development. The importance of organically developing those in leadership roles is now to the fore of development strategies in many multinational organisations. Heretofore, positions of leadership were viewed as having a one-size-fits-all approach, based on the mentality that leadership is done the same way, with a leader never wavering from their style of leadership. Presently, those within leadership roles must be adaptable, inclusive and inspirational. Organisations now take a multi layered approach embedding leaders at all levels. As a result, leadership development has shifted away from an autocratic style towards a more collaborative approach. The challenge for educators is how to best develop those in leadership roles to be people orientated, understand and employ soft skills and be confident in adapting their leadership style to get the best out of those they lead. A mixed-method approach was utilised in this research combining both qualitative and quantitative data. Through Survey and Interview data the research focuses on key leadership roles within Securitas Ireland (SIRL) and the leadership development supports those leaders are provided with. Further data collection enabled the researcher to identify what skills sets individuals in leadership roles had, how they can be developed and what support is currently available for that development. Research will show that Securitas Ireland (SIRL) has a layered approach to leadership but fails to provide adequate support for those in leadership positions. This research demonstrates the high number of inexperienced Supervisors, Team Lead and Managers currently employed within SIRL. Thus emphasising the need for SIRL to focus on developing leadership skills, expertise and implementing support mechanisms. To meet this demand and support its leaders at all levels SIRL should implement mandatory induction training for new Team Leads, Supervisors and Managers. Further support from SIRL should be given through a mentorship programme supplemented by workshops and formal leadership certification. As an organisation SIRL and SG should align itself with Great places to work. This alignment would provide SIRL and SG with the support required to create a framework for leadership development. Thus embedding leadership development within its culture.