Summary
The Hay Group spent the past 2 years studying the roles and competencies of 600 leaders from companies such as IBM, PepsiCo, and Unilever. The results were published in their white paper "Towards a More Perfect Match: Building Successful Leaders by Effectively Aligning People and Roles." Key findings include: 1. The topography of executive roles has changed dramatically due to rapid growth, flattening organizations, and shifting business strategies. 2. Three categories of executive roles exist: operations, advisory, collaborative; each requires its own skills and behaviors, and moving a leader from one type of role to another without proper development puts the success of the person and company at risk. 3. The collaborative leader role is gaining ground in flatter organizations, but that role can be challenging for leaders accustomed to more traditional positions. The study results, the Hay Group says, raise questions about traditional assessment methods.
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Intelligence
Why do executives tail? Some, as we've seen in high-profile cases over the past couple of years, fail because they're unethical, and their misdeeds are brought to light. But others fail quietly, la...
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