Research rapport: Is Something Rotten in the State of Leadership Development?
I denne rapport forsøger Richard Boston, ledelseskonsulent og forfatter og Nick Holley, Co-Director for the Centre for HR Excellence, Henley Business School at forklare, hvorfor der er en kløft mellem, hvad vi ved om lederudvikling og hvad vi gør. Desuden giver de nogle konkrete forslag til, hvad man kan gøre i praksis.
For at undersøge dette samlede Richard Boston og Nick Holley HR- og Talent Managers fra AgustaWestland, Amey, B&Q, Barclays, the British Army, Citigroup, Deloitte, KPMG, GSK, Imperial Tobacco, Kelly, Kingfisher, KPMG, Mercedes-Benz, Microsoft, Nationwide, NHS, Oracle, Oxfam, Oxford Instruments, Panasonic, Shell, Vodafone og Willmott Dixon samt nogle uafhængige ledelseseksperter fra Henley Business School.
De blev bedt om at diskutere 5 spørgsmål:
- To what extent is leadership developable?
- Are we looking for a quick fix?
- Where does responsibility lie?
- Is it too difficult to measure?
- Is HR up to the task?
Ud fra diskussionen af de 5 spørgsmål kunne Richard Boston og Nick Holley udlede følgende 4 principper:
- The goal of leadership development is to develop leadership that makes a positive difference to the organisation
- Leadership is a mindset not a course
- We will measure the impact leadership is having on an organisation’s challenges not measure leadership development
- HR will focus on addressing current and future organisational challenges not selling leadership development solutions
Denne animerede video præsenterer også svarene på spørgsmålene:
Kilde: Henley Business School