Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Building great leaders at the IRS

Building great leaders at the IRS Good does not equal great and all organisations need great leaders. Recently, concepts such as analysing successful leaders and building leaders' strengths have generated a lot of enthusiasm in the leadership development community. There is now a better understanding of what differentiates “great” leaders from others, offering new avenues for developing more great leaders. Previous leadership development efforts tended to focus on improving the performance of our worst managers and often delivered mixed results. This study of the 360‐degree assessments of about 1,000 managers reveals that an emphasis on building strengths is as much as eight times more effective than correcting weaknesses and can improve business results as much as 80 percent. The research builds on a very powerful case for managers to improve their overall leadership effectiveness and for the chief financial officer to fully fund the development efforts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Building great leaders at the IRS

Industrial and Commercial Training , Volume 36 (7): 3 – Dec 1, 2004

Loading next page...
 
/lp/emerald-publishing/building-great-leaders-at-the-irs-8iUa8aw05H
Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850410563876
Publisher site
See Article on Publisher Site

Abstract

Good does not equal great and all organisations need great leaders. Recently, concepts such as analysing successful leaders and building leaders' strengths have generated a lot of enthusiasm in the leadership development community. There is now a better understanding of what differentiates “great” leaders from others, offering new avenues for developing more great leaders. Previous leadership development efforts tended to focus on improving the performance of our worst managers and often delivered mixed results. This study of the 360‐degree assessments of about 1,000 managers reveals that an emphasis on building strengths is as much as eight times more effective than correcting weaknesses and can improve business results as much as 80 percent. The research builds on a very powerful case for managers to improve their overall leadership effectiveness and for the chief financial officer to fully fund the development efforts.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Dec 1, 2004

Keywords: Leaders; Leadership; Development; Management effectiveness

References