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Integrated leadership development
In: Human Resource Management International Digest 14 (2006) 5
Persistent link: https://www.econbiz.de/10014752825
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High‐performance leadership : Turning pressure to your advantage
Jones, Graham - In: Human Resource Management International Digest 12 (2004) 7, pp. 34-38
High‐performing leaders are those who can effectively deal with the complexities of modern business. They can respond quickly to change, deal with ambiguity, provide direction, manage around constraints, and leverage the commitment and intellectual capital of the people around them. When this...
Persistent link: https://www.econbiz.de/10014752023
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Managers become leaders at NDS : Program integrates formal learning, coaching, mentoring and project work
Landale, Anthony - In: Human Resource Management International Digest 13 (2005) 7, pp. 15-18
Purpose – The purpose of this paper is to look at how an integrated program of formal learning, coaching, business … the dovetailing of the one‐to‐one coaching and project work with the formal learning is critical. Practical implications … activities of mentoring, coaching and project delivery that ensure the learning is transferred into the workplace. Originality …
Persistent link: https://www.econbiz.de/10014752093
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Lessons in leadership from a man's best friend : Course draws on the parallels between humans and dogs
In: Human Resource Management International Digest 14 (2006) 7, pp. 35-37
Purpose – This article examines a team and leadership‐development course based on the parallels between a shepherd and his or her dog and a manager and his or her employees. Design/methodology/approach – Draws on information provided in an interview with a farmer and international sheepdog...
Persistent link: https://www.econbiz.de/10014752190
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Today's executives develop those of tomorrow at Eli Lilly : Storytelling fosters leadership talent
In: Human Resource Management International Digest 15 (2007) 1, pp. 11-13
. Practical implications – Highlights the importance of storytelling in the learning experience. Originality/value – The methods …
Persistent link: https://www.econbiz.de/10014752195
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Building a sense of family at Visa Europe : Leadership development stimulates “ripples in the pond”
Ahlfeldt, Derrick; Cramb, Jennifer - In: Human Resource Management International Digest 15 (2007) 2, pp. 6-9
Purpose – Describes the challenges faced by Visa Europe's leadership‐development program (LDP) in its fifth year and the approaches Visa Europe has taken to keep the program fresh, and to accelerate the development of a coaching culture in the business – one of the original objectives for...
Persistent link: https://www.econbiz.de/10014752206
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Business acumen: a critical concern of modern leadership development : Global trends accelerate the move away from traditional approaches
Ted Prince, E. - In: Human Resource Management International Digest 16 (2008) 6, pp. 6-9
Purpose – The paper examines why leadership development needs to pay more attention to business acumen. Design/methodology/approach – The article reveals why traditional leadership‐development approaches, which rely on personality and competency assessments as the scientific core of their...
Persistent link: https://www.econbiz.de/10014752350
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Training takes root when the boss has been, too : Vancouver Island Health Authority study shows what makes learning “stick”
In: Human Resource Management International Digest 16 (2008) 7, pp. 16-17
Purpose – This paper seeks to understand what contributes to the transfer back to the workplace of soft‐skill leadership training. Design/methodology/approach – The study draws on information from a study carried out at Vancouver Island Health Authority, Canada. Findings – The paper...
Persistent link: https://www.econbiz.de/10014752364
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Integrity: are your leaders up to it?
Leigh, Andrew - In: Human Resource Management International Digest 17 (2009) 6, pp. 3-7
and promote integrity and the importance of learning about it in their organizations. Shows that integrity underpins an …
Persistent link: https://www.econbiz.de/10014752429
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Partners learn people skills at Ernst & Young : Nine‐month development program helps to change the organization's culture
In: Human Resource Management International Digest 17 (2009) 7, pp. 5-7
Purpose – This paper aims to describe a leadership‐development program that is being conducted internationally with more than 500 partners at Ernst & Young. Design/methodology/approach – The paper looks at specific issues that relate to the Ernst & Young partner‐development program,...
Persistent link: https://www.econbiz.de/10014752442