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Growing Pains, 5th Edition by Yvonne Randle, Eric G. Flamholtz

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Chapter 9Management and Leadership Development

Having managers at all levels that understand, embrace, and effectively execute their roles is a key to long-term sustainable success. This is, in fact, the overall purpose of management/leadership development. Highly successful companies (including well-known organizations such as GE, Johnson & Johnson, IBM, Starbucks, Amgen, Guggenheim Partners, Princess Cruises, PIMCO, and Navistar; and lesser known organizations such as Kusto Holdings with operations in Kazakhstan, Russia, the Ukraine, and Vietnam, Techmer PM and Bell Carter Foods in the United States, and Xu Zhou Construction Machinery Group in China) all recognize the critical importance of investing in enhancing the skills of current and potential leaders. In brief, leaders at all levels have the responsibility for designing and managing the key drivers of long-term organizational success and they need to have the capabilities to do so.

This chapter begins by defining the management/leadership role and “leadership effectiveness.” We then identify what we term “the three-dimensional framework” for understanding management and leadership effectiveness. The chapter then provides strategies for creating and implementing effective leadership development programs and processes to help current and future managers build the capabilities needed to support their organization's long-term success. Throughout, we provide examples of what actual companies have done to utilize the tools ...

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