Integrated Leadership Development Bydavid Weiss and Vince Molinaro

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Integrated leadership development
David Weiss and Vince Molinaro

David Weiss is the Vice
President and Chief
Innovations Officer at
Knightsbridge, Toronto,
Ontario, Canada. Vince
Molinaro is the Principal at
Knightsbridge, Oakville,
Ontario, Canada.

Abstract
Purpose – Leaders’ capacity has become mission-critical in many organizations today. However, this business challenge is a struggle for many. Part of the reason is that current approaches to building leadership capacity are failing to hit the mark, and many senior leaders have little confidence in their organization’s leadership development programs. This article aims to examine how organizations can close the leadership gap in their organizations by implementing an integrated approach to leadership development.

Design/methodology/approach – The evolution of leadership development is discussed and a framework is presented to examine traditional approaches and consider their limitations. Findings – The integrated-solution approach to leadership development represents a more strategic, synergistic and sustainable way for organizations to build the leadership capacity they require to gain competitive advantage. The integrated solution is intense. It requires serious commitment on the part of organizations, their senior leaders and from HR. The process also is more complex. In the long-term though, the integrated-solution approach delivers greater value to organizations and ensures that their investment in leadership development is optimized.

Originality/value – The article presents practical and proven strategies to overcome the leadership gap in organizations today
Keywords Leadership planning, Assessment, Coaching, Learning, Experiential learning, Business Paper type Research paper

any organizations are devoting considerable energy to building their leadership capacity to gain competitive advantage. However, this effort is a struggle for many. Part of the reason is that current approaches to building leadership capacity are failing to hit the mark, and many senior leaders have little confidence in their organizations’ leadership development programs.

M

q 2005 David S. Weiss and
Vince Molinaro. Excerpted and
reprinted with permission of the
publisher, John Wiley & Sons
Canada Ltd.
This article is an adapted
version of chapter 13 in the
book written by Dr David Weiss
and Dr Vince Molinaro entitled
The Leadership Gap: Building
Leadership Capacity For
Competitive Advantage (John
Wiley & Sons, 2005).

Emerging research links an organization’s ability to develop its leadership capacity to its competitive advantage (Watson Wyatt, 2003; Wellins and Weaver, 2003). For example, a recent international study found that the more robust an company’s approach to building internal leadership capacity, the greater the financial return in critical financial measures such as shareholder returns, growth in net increase, growth in market share and return in sales[1]. There are other financial concerns with the return on investment of leadership development. For example, organizations now spend millions of dollars annually on leadership development (Merritt, 2003). Many also are dedicating a greater portion of their overall training budgets to leadership development programs (Delahoussaye, 2001). Yet organizations are largely squandering this investment and are not generating the return on their investment.

This article examines how organizations can take an integrated approach to leadership development. First, we will explore the traditional approaches to leadership development and consider their limitations. Next, we will describe the steps organizations need to take to

VOL. 38 NO. 1 2006, pp. 3-11, Emerald Group Publishing Limited, ISSN 0019-7858

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INDUSTRIAL AND COMMERCIAL TRAINING

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‘‘ A recent international study found that the more robust an company’s approach to building internal leadership capacity, the greater the...
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