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Leadership

Product Type: Market Research Report
Published by: Business Insights
Published: March 2002
Product Code: R162-235
Description
Before the Internet there was a growing consensus about the traits and characteristics of successful leaders. Although significant elements of this research base remain the same, Leadership roles are changing, both in terms of the knowledge domains that are relevant, as well as in the variable nature of the role boundaries. Leadership development practices based on years of job rotations often fail to develop leaders fast enough or with the right skills to be relevant in a rapidly changing business environment. This strategic management report examines the competencies required for leadership in today's business environment and the leadership development practices necessary to accelerate learning.
Table of Contents

Chapter 1 Preface

How to read this report

Chapter 2 Executive Summary

Global Organizational Design

Leadership

Human Capital

Business as Schools

The Changing Role of the Chief Technologist

Chapter 3 The Demand for Top Talent

Introduction

What’s different about global leadership?

Who are the thought leaders?

What makes a great leader?

What’s changed? The importance of context

Technology

Speed

Complexity

Globalization

Bench strength

Where do companies traditionally find top leadership talent?

Leadership at the top: What’s happening in the boardroom?

Measuring leadership value

Past is prologue

Types of leadership development

Integrating formal and informal development

Development tactics

Threats to experience-based development

Chapter 4 Interview Excerpts

An Executive Selection Perspective

Dennis Carey, Vice Chairman, Spencer Stuart Executive Search

A Research and Executive Education Perspective

Jay Conger, Professor, London Business School

A Consulting Perspective

David Hatch, Director, Center for Leadership Solutions

An Insider’s Perspective

Frank McAuley, Senior Vice President, Royal Bank of Canada

A Coach’s Perspective

Cliff Hakim, Founder, Rethinking Work

Chapter 5 Integrating Leadership Development with Organizational
Design

Introduction

A model for strategic organizational design

List of Figures

Figure 2.1: Portfolio of opportunity model

Figure 2.2: CEO succession

Figure 3.3: CEO succession

Figure 3.4: Derailment patterns for outside-hires

Figure 3.5: Portfolio of opportunity model

Ordering and More Information
Price and Delivery Options


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