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.
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.
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.
These are two case studies that examine the success of mentoring as a leadership development method within two large organizations.
Formal mentoring for the purposes of leadership development can be leveraged to great competitive advantage in large organizations.
Mentoring for leadership development has the effect of improving and solidifying company culture, as well as engaging employees through career and leadership development activities.
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.
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-07-2013-0052Download as .RIS
Emerald Group Publishing Limited
Copyright © 2014, Emerald Group Publishing Limited