Building Leaders: How Successful Companies Develop the Next Generation

Corporations are spAnding billions of dollars on leadership development initiatives. But are these programs paying off? Building Leaders takes a hard look at the successes and failures of more than a dozen organizations—including Ernst & Young, Motorola, the U.S. Army, and Federal Express. It identifies the three dominant approaches to leadership education and provides a blueprint for how organizations can use them to more effectively cultivate a continuous crop of talented leaders.

Spis treści:
Preface.
The Authors.
The New Imperative: Building Effective Leaders Throughout the Company.
OUT OF THE CLASSROOM, INTO THE TRENCHES: EVALUATING APPROACHES TO CORPORATE LEADRERSHIP DEVELOPMENT.
Developing the Individual Leader.
How National Australia Bank Develops Leaders.
Socializing Company Vision and Values.
How Federal Express and PepsiCo Socialize Vision and Values.
Strategic Leadership Initiatives.
Ernst Young′s Leadership 2000 Strategic Leadership Initiative.
THE FUTURE IS NOW: BUILDING TWENTY–FIRST CENTURY LEADERS.
Action Learning: The New Paradigm for Leadership Development.
What Matters: Competencies for the New Century.
References.
Index.

Nota biograficzna:
JAY A. CONGER is the director of the University of Southern California′s Leadership Institute and the author of Learning to Lead. Named Business Week′s Best Professor to Teach Leadership to Executives, he has served on the faculties of the Harvard Business School, McGill University, and INSEAD, and is an internationally recognized leadership expert. BETH BENJAMIN,Ph.D., is a leadership consultant for Booz?Allen & Hamilton and has conducted extensive research with the University of Southern California′s Leadership Institute and RAND Corporation.

Okładka tylna:
Corporations are spAnding billions of dollars on leadership development initiatives. But are these progr ams paying off? Building Leaders takes a hard look at the successes and failures of more than a dozen organizations—including Ernst & Young, Motorola, the U.S. Army, and Federal Express. It identifies the three dominant approaches to leadership education and provides a blueprint for how organizations can use them to more effectively cultivate a continuous crop of talented leaders.