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High‐flyers are a very important issue in organizations; however, the concept of high‐flyers is not clearly defined, nor are the assumptions behind this concept frequently discussed. Characterizes the high‐flyer concept through analysing popular notions in the German practitioners’ literature and analyses the ways organizations handle the high‐flyer issue. Finally, addresses the tacit assumptions and blind spots linked with this concept.

This paper presents the key‐results from a two‐year research project which focused on the motivation and developmental preferences of high flyers. High flyers were found to have a particularly strong desire to be in a position of authority and control, but their concerns were mainly about working to the best of their ability and making efforts to master new skills. They were found to be more motivated by competition with themselves than by competition with others. Surprisingly, they were no more motivated by the desire for material and financial rewards than the general population. The research also asked which development tools high flyers had found most useful. Mentoring was considered the most valuable, with job rotation and 360° feedback also rated very high. Commonly used development processes, such as career development resources and technical training, were viewed unfavourably by a significant proportion of the respondents.

Gives an overview and a critical analysis of the concept of high‐flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge‐ and service‐based organizations, discusses the strengths and weaknesses of traditional management development programmes. In particular, presents the so‐called fast‐track programmes for high‐potential employees. Shows that although management development is supposed to be a vital contributor to organizational competence, learning and change, high‐flyer programmes are still mainly an instrument for individual and personal career development. Presents an alternative interpretation of management development, which emphasizes the match between personal growth and organizational learning, and which links career, organizational development and the competitive advantage of the organization. In conclusion, discusses the implications for practice and research.

Provides an overview and a critical analysis of the concept of high‐flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge‐ and service‐based organizations, discusses strengths and weaknesses of traditional management development programmes. In particular, presentsthe so‐called “fast‐track” programmes for high‐potential employees. Shows that although management development is supposed to be a vital contributor to organizational competence, learning, and change, high‐flyer programmes are (still) mainly an instrument for individual and personal career development. Presents an alternative interpretation of management development which emphasizes the match between personal growth and organizational learning, and which links career, organization development and competitive advantage of the organization. In conclusion, discusses implications for practice and research.

Examines the discourse on high‐flyers in business (management) in academic and practitioner literature (journals and books), published in English in Anglo‐Saxon countries in the past 20 years, with a stress on the last decade (1986‐1995). Ideas, examples and experiences reported are (in descending order of emphasis) from the USA, the UK and Canada; with a token representation for other Anglo‐Saxon countries. Following an outline of the key imagery employed, analyses the literature in terms of the meaning of the said phenomenon: high‐flying (fast track, achieving, high potential) for the individuals and organizations concerned, as well as its wider societal ramifications. Discusses issues pertaining to human resource management, in particular women’s careers.

To investigate the career experiences of women professors in order to gain an in‐depth understanding of factors contributing to their present status of profession.

Data were generated from career history method on 31 women professors who have been identified as high‐flyers. They were selected based on a criterion that they achieved professorship at the age of 48 years and below. Each respondent was interviewed on questions addressing topics across the entire life stages. Constant comparative analysis of data was conducted to generate themes.

Reveals the factors associated with their fast performance in academia that were divided into two stages, i.e. career exploration, and career establishment and maintenance. Factors dictated at the career exploration stage are early exposure to learning, entrance to boarding schools, first degree experience and personal qualities, while factors that contribute during their establishment and maintenance stage are graduate study experience, career centrality, family support, uniqueness of academic role, health consciousness and sense of religiosity.

It involved women professors only in order to understand the complexities of women academicians and their careers.

Provides evidence and information on the subjective interpretation of a career in academia, which should be taken into consideration in promotion and selection exercises, especially re women academicians. It also enhances women's understanding of their own careers and the interplay of other aspects of life as well as organizational environments in their careers.

This paper offers practical information to inspired individuals, especially women academicians, in order to achieve professorship.

We live in the age of the high‐flyer – fast‐rising movers and shakers destined to transform sluggish corporations into entrepreneurial gems. The downside of such simple strategies is finding high‐flyers and then controlling them. Offers words of advice.

Reviews the latest management developments across the globe and pinpoints 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.

In today's international market, global awareness is a key leadership quality. BAE Systems Inc a USA‐based subsidiary of aerospace and armament manufacturer BAE Systems, has begun a new initiative to identify and retain future high‐flyers, and to help them achieve global awareness early in their careers.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Provides strategic insights and practical thinking that can have a broader social impact.

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.

Based on research in Midland Bank plc, the importance of the “subjective”, “informal” and “political” aspects of the promotion process are highlighted. It is argued, and many graduates perceive, that the ability to get promoted is a quite separate ability from that required to do the job. The “soft” side of promotion, i.e. understanding “culture”, “labelling”, “cognisance”, “routes”, “sponsors” and so on, is the key to the management of the promotion process.

Presents reverse talent-spotting as a way of getting the best out of underperforming managers.

Examines the usual ways in which organizations deal with no-hopers and puts forward a more effective option based on a case study of an employee of a local authority social-service department.

Explains that organizations usually hope that the disaffected and incompetent will be forced out during organizational restructuring, but often they are simply redeployed, passing the problem on to another department or team. The ambitious high-flyers do not hang around but the square pegs in round holes do, so it makes more sense to focus on the square pegs.

Describes how senior managers invested in a group of underperforming managers the sort of time and energy that they normally reserve for those they see as future high-flyers. The group responded positively. They became less cynical, more open-minded about changes in the organization and more confident in their own skills and knowledge as managers.

Details how every organization has people with talent and ambition who will show themselves to be capable and will succeed but what separates the best organizations from the rest is how they develop the underperforming individuals.

Shows that concentrating management time and effort on underperformers, who tend to stick around in an organization, can often be more rewarding for the organization than investing in the high-flyers who will be more likely to leave.