The changing leadership landscape

Abstract

Purpose

This paper aims to identify the key changes in the leadership landscape, articulating what these changes mean for the organization, leaders and the HR function. It also aims to consider the impact of change on leadership development and to put forward clear recommendations relating to how the HR and L&D functions can create leadership development programs that are fit for purpose based on the shifts in today's leadership and learning landscapes.

Design/methodology/approach

The paper draws on Blue Sky's own research to identify trends in the leadership landscape. Drawing on the work of the in‐house leadership practice, and using the Experian leadership development program case study, the paper makes recommendations for how leadership development needs to evolve and how those responsible for leadership development can enable this change.

Findings

The findings of Blue Sky's research, combined with the practical experience of organizations like Experian, highlight just how key shifts in the way organizations develop their leaders can have a positive impact on the quality of leadership within an organization.

Originality/value

The paper is particularly useful for individuals responsible for reviewing or commissioning leadership development within their organization. It provides a research‐led foundation for why organizations need to review the focus of their existing leadership development and outlines practical steps HR can take to make a positive difference in this area.

Citation

Clayton, H. (2012), "The changing leadership landscape", Strategic HR Review, Vol. 11 No. 2, pp. 78-83. https://doi.org/10.1108/14754391211202134