So, given that companies can’t afford to develop all leaders, who are the most critical leaders to target? This varies by company and the importance of different job roles. Generally, large companies are more likely to target executives for leadership development programs. Most of these companies view executive-level roles as the most critical. Executives create visions, set organizational objectives and are accountable for executing business strategies. Executives’ credibility has a huge impact on the confidence that stakeholders (and Wall Street analysts) place on the company’s ability to achieve success.
Small companies, on the other hand, focus more on their first-level managers for leadership development. In these organizations, success rests largely on the abilities of those who have a direct relationship with employees closest to the company’s products, services and customers.
As the economy starts to revive, we expect that leadership development programs will broaden to include a larger number of leaders. After a decline last year, companies are directing more funds to leadership development this year. This renewed focus on leadership development indicates that the business environment is starting to stabilize and that companies are once again planning for the future.
For more information on how many resources companies are allocating to their leadership development efforts (including spending and staffing), and how these programs are being conducted, see our new report Leadership Development Factbook 2009.
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Karen O'Leonard studies and writes about the trends, benchmarks, and statistics of enterprise learning and talent management. With her keen business
and statistics background, she helps us understand the numbers and
major changes taking place in our industry, and writes about how we
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