Implementing the Leader Development That Counts

Abstract

Effective leader development is too often the first casualty of high demands placed on leaders, from corporate America to the U.S. military. These entities' leader development programs and workforce feedback reveals insufficient strategies and competing priorities. Organizations succumbing to these obstacles unknowingly find themselves trapped in adverse cycles of leadership development, perpetuating undernourished talent and mediocre performance. This problem will not fix itself. Organizations must refocus efforts to understand and implement a leader driven, interpersonally focused, and culturally ingrained brand of leader development to maximize available talent and craft their envisioned organization.