The evolution of leadership development: Challenges and best practices based on a study of European organizations
| DOI | https://doi.org/10.1108/14754390580000592 |
| Pages | 28-31 |
| Date | 01 January 2005 |
| Published date | 01 January 2005 |
| Author | Inger Buus,Scott Saslow |
| Subject Matter | HR & organizational behaviour |
HE ROLE OF LEADERSHIP development
in the modern corporation is evolving.
Traditionally subject to economic cycles or a
particular organization’s fortunes, leadership
development activities, budgets, and overall visibility
are on the rise. HR and development professionals have
asserted for many years that all corporate development,
and especially leadership development, is a key driver
of corporate success; management is not only listening
but starting to take action and participate, invest, and
make leadership development a corporate priority.
One study, Leadership Development in European
Organizations, examines the practices in 51 of Europe’s
largest corporations. It reveals that, for leadership
development professionals, there is no single path to
managing leadership development effectively. In best
practice organizations across the globe, the variety of
practices is fairly wide, and within Europe one also
notices clear differences. However, as we look at the
findings, a few key themes emerge:
1. Increasing importance of leadership development
and senior commitment.
2. Continued investment in leadership development.
3. Little use of ROI measurement or technology.
1. Importance of leadership development
The extent to which leadership development is blended
with the critical business development function –
almost 30 percent of survey respondents stated that
these two functions are “extremely” integrated –
demonstrates the strong level of importance placed on
leadership development.
Additionally, the level of commitment at the CEO,
board, and senior management level is strong (54
percent cite the CEO’s commitment to leadership
development as “extremely” strong). There’s no doubt
that leadership development is an executive
management issue. Some of the common techniques
used to gain this senior buy-in include:
Develop a compelling vision
Like any key project, has a compelling vision been
created and effectively communicated to senior
management? Do they find it inspiring, interesting,
and most importantly, in line with their business goals?
Form an advisory board
Many organizations have formed an informal advisory
board to gain the buy-in of senior managers for
developmental activities in a very effective way. Having
management both contribute ideas for upcoming
sessions and providing feedback on past programs so
they can be appropriately altered gains their implicit
approval and can increase the approval process for new
programs.
T
28 Volume 4 Issue 2 January/February 2005
The evolution
of leadership
development
Challenges and best practices based on
a study of European organizations
There’s no doubt that leadership development is rising
up the corporate agenda. But, as this study shows,
more learning and development professionals need to
seize the opportunity by taking a proactive approach
to building skills and capabilities for success.
by Inger Buus and Scott Saslow
DIEU and Exescsight
© Melcrum Publishing Ltd. 2005. For more information, go to www.melcrum.com or e-mail info@melcrum.com
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