Preview

Integrated Leadership Development Bydavid Weiss and Vince Molinaro

Better Essays
Open Document
Open Document
4678 Words
Grammar
Grammar
Plagiarism
Plagiarism
Writing
Writing
Score
Score
Integrated Leadership Development Bydavid Weiss and Vince Molinaro
Integrated leadership development
David Weiss and Vince Molinaro

David Weiss is the Vice
President and Chief
Innovations Officer at
Knightsbridge, Toronto,
Ontario, Canada. Vince
Molinaro is the Principal at
Knightsbridge, Oakville,
Ontario, Canada.

Abstract
Purpose – Leaders’ capacity has become mission-critical in many organizations today. However, this business challenge is a struggle for many. Part of the reason is that current approaches to building leadership capacity are failing to hit the mark, and many senior leaders have little confidence in their organization’s leadership development programs. This article aims to examine how organizations can close the leadership gap in their organizations by implementing an integrated approach to leadership development. Design/methodology/approach – The evolution of leadership development is discussed and a framework is presented to examine traditional approaches and consider their limitations.
Findings – The integrated-solution approach to leadership development represents a more strategic, synergistic and sustainable way for organizations to build the leadership capacity they require to gain competitive advantage. The integrated solution is intense. It requires serious commitment on the part of organizations, their senior leaders and from HR. The process also is more complex. In the long-term though, the integrated-solution approach delivers greater value to organizations and ensures that their investment in leadership development is optimized.
Originality/value – The article presents practical and proven strategies to overcome the leadership gap in organizations today
Keywords Leadership planning, Assessment, Coaching, Learning, Experiential learning, Business
Paper type Research paper

any organizations are devoting considerable energy to building their leadership capacity to gain competitive advantage. However, this effort is a struggle for many.
Part of the reason is that current



References: Bartlett, C.A. and Ghoshal, S. (1989), Managing across Boarders, Harvard Business School Press, Boston, MA. Delahoussaye, M. (2001), ‘‘Leadership in the 21st century’’, Training, September, pp. 60-72. McCauley, C., Moxley, R.S. and Van Velsor, E. (1998), The Center for Creative Leadership Handbook of Leadership Development, Jossey-Bass Publishers, San Francisco, CA. Merritt, J. (2003), ‘‘The education edge’’, BusinessWeek, October. Mintzberg, H. (2004), Managers not MBAs, Berrett-Koehler, San Francisco, CA. Ready, D.A. and Conger, J.A. (2003), ‘‘Why leadership development efforts fail’’, MIT Sloan Management Review, Vol Saratoga Institute (1998), Leadership Development: Programs and Practices, Future Directions, Examples and Models, Saratoga Institute, Santa Clara, CA. Ulrich, D., Smallwood, N. and Zenger, J. (1999), Results-Based Leadership, Harvard Business School Press, Boston, MA. Watson Wyatt (2003), ‘‘Leadership: the critical key to financial success’’, Drake Business Review, Vol. 1 No Wellins, R.S. and Weaver, P.S. Jr (2003), ‘‘From C-level to see-level’’, T&D Magazine, September. GSW. David is the author of three books, Beyond the Walls of Conflict (McGraw Hill, 1996), High Performance HR (Wiley, 2000) and the co-author of The Leadership Gap (Wiley, 2005). published many articles and co-authored The Leadership Gap (Wiley, 2005). Vince also is an adjunct professor at Brock University

You May Also Find These Documents Helpful