Developing Your Leadership Pipeline  

Oleh:

Fulmer, Robert M. ; Conger, Jay

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 81 no. 12 (2003), page 76-85.
Topik: Leadership; corporate culture; employee development; employee training; executive ability; human resources management; leadership; organizational development; succession planning

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.23 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Why do so many newly minted leaders fail so spectacularly ? Part of the problem is that in many companies, succession planning is little more than creating a list of high - potential employees and the slots they might fill. It's a mechanical process that's too narrow and hidebound to uncover and correct skill gaps that can derail promising young executives. And it's completely divorced from organizational efforts to transform managers into leaders. Some companies, however, do succeed in building a steady, reliable pipeline of leadership talent by marrying succession planning with leadership development. Eli Lilly, Dow Chemical, Bank of America, and Sonoco Products have created long -term processes for managing the talent roster throughout their organizations - a process Conger and Fulmer call succession management. Drawing on the experiences of these best - practice organizations, the authors outline five rules for establishing a healthy succession management system : Focus on opportunities for development, identify linchpin positions, make the system transparent, measure progress regularly, and be flexible.

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