 Leadership Development: Of Fires and ForgesTony Hall and Karen Janman Chapter 7 in The Leadership Illusion, 2010, pp 127-156 from Palgrave Macmillan Abstract: Abstract Don’t be under any illusion; developing people is big business. It’s tricky to get an exact size of the market in terms of Dollars, Pounds and Yuan, but it manages to sustain tens of thousands of human resource professionals, industrial/occupational psychologists, various forms of coaches, whole consultancies and entire business schools — some of them sprawling minicities. Confronted with that plethora of choice, it’s easy to take the path of least resistance: choosing the well-known brands, buying development interventions through a single supplier that can deliver in terms of scale and scope; opting for sheep dip solutions that ignore the subtle nuances of individual learning needs; the list goes on. In the next few pages we’ve opted to discuss a few key areas of people and leadership development that we think are useful, but which should be used with eyes wide open and a hand firmly on the purse strings. Wherever possible, we have tended to focus on those areas that we believe may be particularly useful for the development of network leadership. Keywords: Social Capital; Organizational Design; Leadership Development; Human Resource Professional; Executive Team (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-24670-6_7 Ordering information: This item can be ordered from DOI: 10.1007/978-0-230-24670-6_7 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.