Realizing the ″Potential″ of ″High‐Potential″ Management Development Programmes

Abstract

Despite their fairly widespread use among large companies, little information is available to those interested in designing, managing, or evaluating high‐potential (fast‐track) management development programmes. In an attempt to fill this void, three sources of programme ineffectiveness are examined: participants′ dissatisfaction, the negative attitudes of non‐participants, and cultural misfit. Also examines ten ineffectiveness‐avoiding lessons for programme design and implementation learned during an in‐depth assessment of one company′s formalized, entry‐level high‐potential management development programme

Citation

Harris, S.G. and Feild, H.S. (1992), "Realizing the ″Potential″ of ″High‐Potential″ Management Development Programmes", Journal of Management Development, Vol. 11 No. 1, pp. 61-70. https://doi.org/10.1108/EUM0000000001391