In this part we focus on the structures, systems, and processes that support and encourage the development of leaders in the organization. David Day introduces the theme, exploring the social architecture most conducive to the development of leadership throughout the organization and the role strategic leaders need to play to create such architecture. The next two chapters show how two large organizations have gone about changing their social architecture in order to develop both a broader and a more engaged leadership cadre. Ellen Van Velsor and Patricia O’Connor show how a large US service organization has started to change its social architecture by creatively combining empowerment, learning and performance orientations. Paul Broeckx and Robert Hooijberg show how Nestlé, the Swiss-based global fast-moving consumer goods company, has started to replace the most limiting aspects of the traditional hierarchy to more fully engage the full human capacity of its workforce.
(2007), "Part I: Developing Leadership Capacity", Hooijberg, R., (Jerry) Hunt, J.G., Antonakis, J., Boal, K.B. and Lane, N. (Ed.) Being There Even When You Are Not (Monographs in Leadership and Management, Vol. 4), Emerald Group Publishing Limited, Bingley, p. 11. https://doi.org/10.1016/S1479-3571(07)04022-9Download as .RIS
Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited