The purpose of this paper is to highlight the paradox of gifted leadership – namely that executives who are gifted in leading their organizations may not be able to develop…
Abstract
Purpose
The purpose of this paper is to highlight the paradox of gifted leadership – namely that executives who are gifted in leading their organizations may not be able to develop leaders under them – creating a challenge in developing the next generation of leaders.
Design/methodology/approach
To help confront this paradox the paper highlights insights for how executives approach developing others by drawing on assessment data from over 100 executive leaders and 900 observers. Additionally, the paper reflects on current research and observations on talent management best practices and offers a call‐to‐action for establishing a leadership development framework.
Findings
Senior leaders do not get too close or too personal with their co‐workers and this isolation can inhibit their ability to identify first hand individuals who might be in the up‐and‐coming next generation of leaders. Likewise, there is a perception that executives are more concerned with advancing their own careers than helping others move up the ladder. Finally, in environments with informal talent management processes, executives can be drawn towards finding and grooming mirror images of themselves or worse may succumb to organizational politics and favoritism when it comes to promotions and advancements.
Originality/value
There are multiple “influencers” that come into play to shape an executive's behavior and perceptions in their struggle to be an effective leader. Hopefully, with a better awareness of these influencers we can bring balance to how we define (and perhaps influence) effective executive leadership.
Details
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The purpose of this chapter is to survey and synthesis the literature on: (1) myths and misinformation about persons with disabilities that create attitudinal barriers to…
Abstract
Purpose
The purpose of this chapter is to survey and synthesis the literature on: (1) myths and misinformation about persons with disabilities that create attitudinal barriers to employment, (2) best practices in employing persons with disabilities, (3) the business case for hiring persons with disabilities and (4) corporate social responsibility and disability, in order to distill a model for changing corporate culture for successfully integrating employees with disabilities into an organizations workforce.
Methodology/approach
An extensive review of the above mentioned literature is synthesized and distilled into a model.
Findings
The review indicates a number of best practices to be implemented in order to successfully integrate employees with disabilities into the workforce. These factors have been synthesized into a model to guide employers in affecting corporate cultural change to address the integration of person with disabilities into the organization.
Practical implications
A systematic approach to integration of employees with disabilities, informed by the significant business logic for doing so.
Originality/value
The chapter provides an extensive survey of the literature on disability employment and highlights attitudinal barriers to employing persons with disabilities, the business case and social responsibility case for employing persons with disabilities, the best practices for success and synthesizes these factors into an original model to guide business in cultural change making.