Developing leaders

Andrew Kakabadse (), Nada Kakabadse () and Linda Lee-Davies ()
Additional contact information
Andrew Kakabadse: Cranfield School of Management
Nada Kakabadse: University of Northampton Business School
Linda Lee-Davies: The University of Northampton

Chapter Chapter 7 in Leading for success, 2008, pp 171-201 from Palgrave Macmillan

Abstract: Abstract Once the portfolio of skills for the great leader are isolated, developed, and selected appropriately as each situation arises the increased likelihood of success is formed. Each leader can continue to refine their skills and ensure that they adapt more quickly to their followers and the situations which arise. Achieving corporate targets and competitive advantage is satisfying but only for a short term, if succession planning is not properly in place.

Keywords: Case Study Comment; Union Official; Great Leader; Future Leader; Board Level (search for similar items in EconPapers)
Date: 2008
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-22731-6_8

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230227316

DOI: 10.1007/978-0-230-22731-6_8

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().