Leadership Strategy
A White Paper
Developing a Leadership Strategy
A Critical Ingredient for Organizational Success
By William Pasmore, Ph.D.
Issued May 2009 / Rev. October 2011
CONTENTS
3 Introduction
4 What is a Leadership Strategy?
8 Creating the Leadership Strategy
19. Creating the Leadership Development Strategy
23. Implications for Talent Acquisition, Talent Sustainability and Leadership Practices
26. Getting Results and Building the Talent Your Organization Needs
27. Conclusion
27 References
prepare for a more uncertain future.
Introduction
Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or
We believe the turmoil we are currently observing has something to
do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same.
As well-known companies disappear or are taken over (think of Lucent, Chrysler, Lehman Brothers, Northern Rock, Merrill Lynch) and new forces like the economies of China and India rise, surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent. Yet many top executives bemoan the lack of leadership bench strength in their companies and wonder what will hap-pen once the baby-boomer generation of leaders finally steps aside. Can we count on the next generation of lead-ers to step up once they are in position? Or are we seeing evidence of a talent gap
Developing a Leadership Strategy
A Critical Ingredient for Organizational Success
By William Pasmore, Ph.D.
Issued May 2009 / Rev. October 2011
CONTENTS
3 Introduction
4 What is a Leadership Strategy?
8 Creating the Leadership Strategy
19. Creating the Leadership Development Strategy
23. Implications for Talent Acquisition, Talent Sustainability and Leadership Practices
26. Getting Results and Building the Talent Your Organization Needs
27. Conclusion
27 References
prepare for a more uncertain future.
Introduction
Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or
We believe the turmoil we are currently observing has something to
do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same.
As well-known companies disappear or are taken over (think of Lucent, Chrysler, Lehman Brothers, Northern Rock, Merrill Lynch) and new forces like the economies of China and India rise, surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent. Yet many top executives bemoan the lack of leadership bench strength in their companies and wonder what will hap-pen once the baby-boomer generation of leaders finally steps aside. Can we count on the next generation of lead-ers to step up once they are in position? Or are we seeing evidence of a talent gap
References: 5 “The Leadership Pipeline,” by Ram Charan, Stephen Drotter, and James Noel, Jossey-Bass, 2001. Colorado – 850 Leader Way, Colorado Springs, Colorado, 80905, USA, p: +1 719 633 3891 California – 8910 University Center Lane, Tenth Floor, San Diego, California, 92122-1029, USA, p: +1 858 638 8000