Making leadership personal (leadership development at Campbell Soup Company)

Citation

(2011), "Making leadership personal (leadership development at Campbell Soup Company)", Human Resource Management International Digest, Vol. 19 No. 6. https://doi.org/10.1108/hrmid.2011.04419faa.013

Making leadership personal (leadership development at Campbell Soup Company)

Article Type: Abstracts From: Human Resource Management International Digest, Volume 19, Issue 6

Reardon N. T+D (USA), March 2011, Vol. 65 No. 3, Start page: 44, No. of pages: 5

Writes in her role as senior vice president and chief human resources and communications officer at Campbell Soup Company about the approach taken to leadership development in the company. Describes the training provided at the company’s university and, in particular, at the CEO Institute which is a two-year programme that provides personal leadership development to aspiring and experienced managers within the company. Explains in detail how leadership skills are developed within the Institute stressing that it aims to encourage employees to develop leadership styles based on their backgrounds and beliefs while also making them aware of the other leadership styles. Describes how the chief executive of the company and other senior managers contribute to the programme. ISSN: 1535-7740 Reference: 40AK187

Keywords: Leadership, Management development, Food industry, United States of America