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The Global Suppliers leadership capability model (GSLCM) answers essential questions emerging from a strategy development framework in which leaders uncover their assumptions, test those assumptions in the marketplace, and learn from failure and success in an iterative cycle. The purpose of this paper is to explore Global Suppliers’s approach to implementing the GSLCM and examine how its leaders have adopted and applied the model.

The primary method of data collection in this single, descriptive case research design was interviews with leaders across Global Suppliers.

Results revealed adoption occurred through extensive sensemaking and several methods of knowledge transfer, including storytelling and teaching assignments. Manner of application varied under three themes: development of the self and others, performance management, and creating new paths. Three recommendations to promote further adoption and application emerged: align rewards and recognition, share stories across the enterprise, and embed processes and systems.

This study was broadly intended to discern the processes and activities occurring as leaders became exposed to, explored, and integrated the GSLCM, data that was of immediate, practical significance to Global Suppliers in fueling its strategic reorientation. With this focus, treatment of the literature and extant theory was abbreviated. Further, as a single case study research design, generalizability was restricted.

Results provide a compelling, intimate portrait of a worldwide organizational effort to synergize leadership and strategic growth capabilities using a chiefly emergent approach. This illustration thus makes a unique contribution to the leadership development, organization development, and change management literature streams.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The playbook for leadership development not only has many pages but also has almost just as many authors. A Google search of the terms provides over 20 million responses, with seemingly almost as many books on the subject. For any large organization, the easy part is deciding on where leadership needs improvements and investment; the difficult part is identifying what the best approach would be and where to find it.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.