By David S. Weiss
Reviews regularly convey that caliber management improvement courses repay for corporations -- within the type of shareholder returns, marketplace percentage development, and revenues. even though, many businesses have insufficient management improvement courses. This booklet demanding situations conventional perspectives of management improvement with a point of view that specializes in spotting management as a resource of aggressive virtue. if you are a supervisor or an HR chief, The management hole deals the sensible, potent ideas you want to shut the management hole on your businesses, unleashing management capability for larger enterprise effects and a sustainable aggressive virtue.
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Additional resources for The Leadership Gap: Building Leadership Capacity for Competitive Advantage
Sample text
Even the executive development courses are broken into segments and are not providing a holistic perspective of the organization and of leadership. Here is another example of a Vice President in a company who invested considerable time and money to attend a week-long residential executive program on Strategic Leadership. The executive program was held at a prestigious business school. The VP decided to attend in order to expand his mindset so that he could see “the forest from the trees”—the holistic leadership perspective.
The basic underlying assumption is that the company’s overall strategy is a sum of distinct parts represented by the cleansed departmental reports. • The CEO does not manage the team’s dynamics: The CEO only manages the executives through tight controls. He seems incapable of managing this team of executives when conflicts arise. Instead of learning to manage the conflict, and even encourage healthy conflict (without contempt), he exerts his power and shuts down the conversation. • The behavior of the executives back in the office is unprofessional: The personal leadership displayed by some of the members of the executive team when they are back in the office is problematic.
Groups of leaders made onsite visits to see what was done in other jurisdictions. These leaders then became the internal influencers to help other leaders understand that the environmental threats were likely to materialize. THE LEADERSHIP GAP IS MISSION CRITICAL The consensus among leading business thinkers is that the leadership capacity gap (between L1 and L2) has become mission critical. However, many executives either are not focusing on this issue or are not satisfied with current leadership development approaches.