This dissertation investigated approaches which key informants and practitioners have used to successfully align leadership development and strategy management. The subjects interviewed in this study were familiar with organizations that made significant investments in leadership development programs and overcame the challenges associated with aligning leadership development with strategy management. The study explored how the participants described their approaches to aligning leadership development with strategy management via semi-standardized interviews from a targeted population of key informants and practitioners with significant experience as business executives, consultants, and academic leaders focused on the processes of leadership development and strategy management in organizations. Six key findings emerged from this study regarding the alignment of leadership development with strategy management: 1) leadership development in organizations should be differentiated to fit varying roles, yet integrated throughout the organization through similar and shared competencies, 2) leadership development competencies should be connected to and leveraged within the organization’s strategy management processes, 3) organizations should have a formal approach that aligns leadership development, not only with the company’s current strategic management objectives, but also with where the company was headed, 4) leadership development competencies should be aligned with the beliefs and behaviors of senior executives, 5) leadership development competencies should be linked to the organization’s key results through a strategic framework, 6) developing leadership competencies that lead to specific results was an ongoing process best achieved through action-learning. Regardless of the business sector or size of the organization, the findings of this study indicated that a successful approach to facilitating the alignment of leadership development with strategy management was an approach that incorporates leadership, culture, teamwork, and alignment: the components of organizational capital.
|Commitee:||Barger, Mike, Henshaw, Todd|
|School:||University of Pennsylvania|
|Department:||Chief Learning Officer|
|School Location:||United States -- Pennsylvania|
|Source:||DAI-A 79/02(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Action-learning, Organizational capital|
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