Discussion: View Thread

  • 1.  Corporate Leadership Development Should be Outsourced

    Posted 03-27-2012 13:53

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 2.  Corporate Leadership Development Should be Outsourced

    Posted 03-28-2012 04:57

    Hello George and colleagues,

     

    This debate-full and interesting topic sounds like a perfect one for MED's program in the academy annual meeting, either as a PDW or a Symposium. Why not organise one for next year?

     

     

    Warm wishes,

     

     

    Jacob

     

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.


    2012 Annual Program Chair, MED Division, Academy of Management

    Tel:  +353-1-716 4774

    Fax:  +353-1-716 4762

    Email: Jacob.eisenberg@ucd.ie

    http://www.ucd.ie/management/staffresearch/jacobeisenberg/

    http://division.aomonline.org/med/

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 3.  Corporate Leadership Development Should be Outsourced

    Posted 03-28-2012 06:15
    Jacob,
     
    Great idea.I hope to see you at Limerick in June.
     
    George
     
    In a message dated 3/28/2012 4:57:21 A.M. Central Daylight Time, Jacob.Eisenberg@UCD.IE writes:

    Hello George and colleagues,

     

    This debate-full and interesting topic sounds like a perfect one for MED's program in the academy annual meeting, either as a PDW or a Symposium. Why not organise one for next year?

     

     

    Warm wishes,

     

     

    Jacob

     

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.


    2012 Annual Program Chair, MED Division, Academy of Management

    Tel:  +353-1-716 4774

    Fax:  +353-1-716 4762

    Email: Jacob.eisenberg@ucd.ie

    http://www.ucd.ie/management/staffresearch/jacobeisenberg/

    http://division.aomonline.org/med/

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 4.  Corporate Leadership Development Should be Outsourced

    Posted 03-29-2012 01:23
    Hi all 

    I've both outsourced and insourced leadership development where we used internal facilitators and senior execs to run sections.  For me the decline of OD teams and the loss of great internal skills in leadership, learning and facilitation has driven outsourcing.  

    And while I think CCL is fabulous, there are many very skilled people and orgs who don't have the same profile. And some of them are based in Europe and Australia

    Sent from my iPad

    On 28/03/2012, at 19:56, Jacob E <Jacob.Eisenberg@UCD.IE> wrote:

    Hello George and colleagues,

    This debate-full and interesting topic sounds like a perfect one for MED's program in the academy annual meeting, either as a PDW or a Symposium. Why not organise one for next year?

     

     

    Warm wishes,

     

    Jacob

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.


    2012 Annual Program Chair, MED Division, Academy of Management
    <image001.jpg>

    Tel:  +353-1-716 4774

    Fax:  +353-1-716 4762

    Email: Jacob.eisenberg@ucd.ie

    http://www.ucd.ie/management/staffresearch/jacobeisenberg/

    http://division.aomonline.org/med/

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 5.  Corporate Leadership Development Should be Outsourced

    Posted 03-29-2012 07:57

    While  not quite  corporate leadership development in the sense being described in this conversation I quite like what we do on our MA in Management Learning and Leadership at Lancaster.

    As Amanda suggests there is some good work going on in both Europe and Australia (and within Universities)  which doesn't have the same profile at things like CCL

     

    We are just about to celebrate 30 years of the MA (MAMLL) so we been doing it for a while now ........    see http://www.lums.lancs.ac.uk/masters/mamll/anniversary/

     

    Vivien Hodgson
    Professor of Networked Management Learning
    Management Learning and Leadership
    Lancaster University Management School

     

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of Amanda Martin
    Sent: 29 March 2012 06:23
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Re: Corporate Leadership Development Should be Outsourced

     

    Hi all 

     

    I've both outsourced and insourced leadership development where we used internal facilitators and senior execs to run sections.  For me the decline of OD teams and the loss of great internal skills in leadership, learning and facilitation has driven outsourcing.  

     

    And while I think CCL is fabulous, there are many very skilled people and orgs who don't have the same profile. And some of them are based in Europe and Australia

    Sent from my iPad


    On 28/03/2012, at 19:56, Jacob E <Jacob.Eisenberg@UCD.IE> wrote:

    Hello George and colleagues,

     

    This debate-full and interesting topic sounds like a perfect one for MED's program in the academy annual meeting, either as a PDW or a Symposium. Why not organise one for next year?

     

     

    Warm wishes,

     

     

    Jacob

     

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.


    2012 Annual Program Chair, MED Division, Academy of Management
    <image001.jpg>

    Tel:  +353-1-716 4774

    Fax:  +353-1-716 4762

    Email: Jacob.eisenberg@ucd.ie

    http://www.ucd.ie/management/staffresearch/jacobeisenberg/

    http://division.aomonline.org/med/

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 6.  Corporate Leadership Development Should be Outsourced

    Posted 03-29-2012 21:26
    Please excuse me while I do a little self promotion. I have been working for over three decades on how to develop leaders. I took some wrong turns. About 25 years ago, I found an effective way to develop leaders. I have written about it a number of times. Here are two references:
     

    Shipper, F., Hoffman, R. C., IV, & Rotondo, D. M. 2007. Does the 360 feedback process create actionable knowledge equally across cultures? Academy of Management Learning & Education, 6(1): 33–50.

     

    Shipper, F. (2009). "Investigating the Sustainability of a Sustained 360 Process." Published in the Best Papers Proceedings of the Academy of Management, Chicago, Illinois, August 7-11, 2009.

     

    You can download the second paper at: http://faculty.salisbury.edu/~fmshipper/home/AOM/AOM_2010.htm

     

    I hope that you find these papers helpful in defining what does work.

     
     Frank

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 7.  Corporate Leadership Development Should be Outsourced

    Posted 03-30-2012 04:54
    This conversation reflects one we're having in the corporate leadership development community here in Australia.  About who we consider to be the "best of the best".

    This group has identified CCL, and I've loved Frank's work for many years, so now we have 2.

    I'd also like to recognise Margaret Devlin of the Centre for Organisation Development and Scott Arbuthot of Arbuthnot and Associates.  I've hired/worked with both for many years and they are outstanding.

    Does anyone have people or groups they'd like to recognise and celebrate as being the best of the best in leadership development?

    Amanda



    Amanda Martin
    m: 0427 884 459


    Date: Thu, 29 Mar 2012 16:23:24 +1100
    From: amanda_innovation@HOTMAIL.COM
    Subject: Re: Corporate Leadership Development Should be Outsourced
    To: MG-ED-DV@AOMLISTS.PACE.EDU

    Hi all 

    I've both outsourced and insourced leadership development where we used internal facilitators and senior execs to run sections.  For me the decline of OD teams and the loss of great internal skills in leadership, learning and facilitation has driven outsourcing.  

    And while I think CCL is fabulous, there are many very skilled people and orgs who don't have the same profile. And some of them are based in Europe and Australia

    Sent from my iPad

    On 28/03/2012, at 19:56, Jacob E <Jacob.Eisenberg@UCD.IE> wrote:

    Hello George and colleagues,

     

    This debate-full and interesting topic sounds like a perfect one for MED's program in the academy annual meeting, either as a PDW or a Symposium. Why not organise one for next year?

     

     

    Warm wishes,

     

     

    Jacob

     

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.


    2012 Annual Program Chair, MED Division, Academy of Management
    <image001.jpg>

    Tel:  +353-1-716 4774 begin_of_the_skype_highlighting            +353-1-716 4774      end_of_the_skype_highlighting

    Fax:  +353-1-716 4762

    Email: Jacob.eisenberg@ucd.ie

    http://www.ucd.ie/management/staffresearch/jacobeisenberg/

    http://division.aomonline.org/med/

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag

     



  • 8.  Corporate Leadership Development Should be Outsourced

    Posted 03-30-2012 10:21

    Amanda & all,

     

    There is another paper coming out that maybe of interest to you relative to this issue:

     

    Hoffman IV, R. C., & Shipper, F. (2012). "The Impact of Managerial Skills on Employee Outcomes: A Cross Cultural Study." International Journal of Human Resource Management, Volume 23, Number 7, pp. 1414-1435.

    Frank

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of Amanda Martin
    Sent: Friday, March 30, 2012 4:54 AM
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Re: Corporate Leadership Development Should be Outsourced

     

    This conversation reflects one we're having in the corporate leadership development community here in Australia.  About who we consider to be the "best of the best".

     

    This group has identified CCL, and I've loved Frank's work for many years, so now we have 2.

     

    I'd also like to recognise Margaret Devlin of the Centre for Organisation Development and Scott Arbuthot of Arbuthnot and Associates.  I've hired/worked with both for many years and they are outstanding.

     

    Does anyone have people or groups they'd like to recognise and celebrate as being the best of the best in leadership development?

     

    Amanda

     

     

     

    Amanda Martin

    m: 0427 884 459

     

    Date: Thu, 29 Mar 2012 16:23:24 +1100
    From: amanda_innovation@HOTMAIL.COM
    Subject: Re: Corporate Leadership Development Should be Outsourced
    To: MG-ED-DV@AOMLISTS.PACE.EDU

    Hi all 

     

    I've both outsourced and insourced leadership development where we used internal facilitators and senior execs to run sections.  For me the decline of OD teams and the loss of great internal skills in leadership, learning and facilitation has driven outsourcing.  

     

    And while I think CCL is fabulous, there are many very skilled people and orgs who don't have the same profile. And some of them are based in Europe and Australia

    Sent from my iPad


    On 28/03/2012, at 19:56, Jacob E <Jacob.Eisenberg@UCD.IE> wrote:

    Hello George and colleagues,

     

    This debate-full and interesting topic sounds like a perfect one for MED's program in the academy annual meeting, either as a PDW or a Symposium. Why not organise one for next year?

     

     

    Warm wishes,

     

     

    Jacob

     

    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    Jacob Eisenberg, Ph.D.


    2012 Annual Program Chair, MED Division, Academy of Management
    <image001.jpg>

    Tel:  +353-1-716 4774 begin_of_the_skype_highlighting            +353-1-716 4774      end_of_the_skype_highlighting

    Fax:  +353-1-716 4762

    Email: Jacob.eisenberg@ucd.ie

    http://www.ucd.ie/management/staffresearch/jacobeisenberg/

    http://division.aomonline.org/med/

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of George Graen
    Sent: 27 March 2012 18:53
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Corporate Leadership Development Should be Outsourced

     

    Colleagues,

    Jack Welch was half-right in keeping full pressure on his managers to use all of their resources to succeed each year.  In my research and consulting, the majority of established managers fail to use available leadership networks (2012).  Instead, they rely too much on bureaucratic rules and procedures.  This reliance on the underspecified architecture routinely fails when unanticipated disruptions happen.  When the leadership network of a manager is needed to save the day, relying on standard protocols produces failure.

    Why don't managers develop and use leadership resources routinely?  I find that firms employ HRM departments for this function?  They are not competent to do this as has been pointed out on the web.  Why not use recognized in-house leader-managers to train?  Unfortunately, these leader-managers can operate their custom-built networks, but may not be effective trainers.  The recommendation is that leadership development be outsourced to competent firms.  But outsource to whom?  CCL in Greensboro, NC comes the closest to an authentic train-the-trainer of managerial-leadership for interpersonal alliance networking competence.  Cindy McCauley understands that leadership pipelines must be filled with people who are willing and able to serve those who prove themselves worthy of personal sacrifice for the greater organizational good.  She knows that such people must be recruited, selected, developed, and mentored using the latest technology.  She also believes that EMBA and MBA notions of leadership development yield managers that cannot be trusted by those with whom they work.

    We have failed the baby boomer generation, but we cannot afford to leave the millennium generation leaderless.  What do you think?

    Reference

    Graen, G. B., (2012). The missing link in network dynamics.  In M. Rumsey (Ed.) The Many Sides of Leadership: A Handbook, London, UK: Oxford University Press.

    George Graen
    jag