The fast are eating the slow: mentoring for leadership development as a competitive method

Abstract

Purpose

The purpose of this paper is to posit formal mentoring as cost-effective strategy for both developing leaders within an organization, as well as increasing organizational competitive ability in today's economy.

Design/methodology/approach

The paper presents two case studies originally presented in a webinar which the author, a US-based subject matter expert in the field of mentoring, cohosted with a UK-based subject matter expert in the field of leadership development.

Findings

Formal mentoring offers a uniquely suited approach to leadership development because of its ability to capitalize on knowledge that is both internal and specific to the organization, develop as broad or as targeted a group as necessary, and be tailored to meet any organization's goals and objectives. Together, these points can be leveraged to make an organization more competitive – not only in strength of existing leadership, but in readiness of ability to develop leaders for the future.

Research limitations/implications

These are two case studies that examine the success of mentoring as a leadership development method within two large organizations.

Practical implications

Formal mentoring for the purposes of leadership development can be leveraged to great competitive advantage in large organizations.

Social implications

Mentoring for leadership development has the effect of improving and solidifying company culture, as well as engaging employees through career and leadership development activities.

Originality/value

While using mentoring as a leadership development method is not a new concept, these case studies provide examples of how it can be practically applied, and to what ends.

Citation

Corner, J. (2014), "The fast are eating the slow: mentoring for leadership development as a competitive method", Industrial and Commercial Training, Vol. 46 No. 1, pp. 29-33. https://doi.org/10.1108/ICT-07-2013-0052