Inside job: Why leaders are key to their own development

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Many factors determine whether a company thrives or languishes among the also‐rans. Leadership is undoubtedly one of the most influential. Warren Bennis noted as much when claiming that being under‐led was a characteristic of most failing organizations. Given the US author's perceptions, it's logical that public and private sectors alike are increasing their focus on leadership development. Today's heads must manage their organizations in the face of changing government agendas and unpredictable market conditions. Sizeable investment in training programs illustrates that both sectors are committed to ensuring that leaders are properly equipped for the challenge. Does the return justify the outlay? In many cases, apparently not. Evidence suggests that the impact of such programs on company performance is minimal at best and doubts are growing about their effectiveness.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2011), "Inside job: Why leaders are key to their own development", Human Resource Management International Digest, Vol. 19 No. 2, pp. 19-23. https://doi.org/10.1108/09670731111111614