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Vertical Leadership Development Explained

Idea posted: September 2016
  • Leadership & Change
  • Learning & Behaviour

Most leadership development is focused on adding new tools and competencies, what might be called ‘horizontal development.’ However, ‘vertical development’ — developing, updating or changing a leader’s mindset and mental models — is equally important. Vertical leadership development is contingent on three conditions: ‘heat experiences’, ‘colliding perspectives’, ‘elevated sensemaking’.

Idea #623
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Shakespeare's Prince Hal (Henry iv part 2). The Gower Memorial, Stratford (Source: Wikimedia Commons)

Why First-Time Managers Need More Development Support

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour

First-time managers, according to a recent survey, face a variety of leadership challenges, the most difficult being leading teams effectively, learning to be a better leader, and (mentioned by nearly 60% of respondents) being able to assert your authority over former peers while maintaining positive relationships. Organizations, focused on executive development, need to put more money into leadership development for first-time managers, especially in these three areas.

Idea #487
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A lecture in rhetoric at a knight academy, Pieter Isaacsz or Reinhold Timm, 1620 (Courtesy: Rosenborg Castle, Denmark)

Develop Next Generation Leaders: Start Early and Focus on Adaptability

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour

Current leaders rate self-motivation and communication skills as the most important leadership competencies, but say adaptability and multi-cultural awareness will gain in importance for the future, according to a recent survey. 

Idea #486
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An Holistic Approach to Leadership Development

Idea posted: May 2014
  • Leadership & Change
  • Learning & Behaviour

Leadership development tends to focus on behavioural competencies, and how these can be attuned to create more effective leaders. This Idea takes a different approach: look beyond competencies and consider inner experiences as well. Such a holistic approach can help organizations and their leaders utilize a broader repertoire of responses to difficult situations.

Idea #383
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David Garrick in the title role in Act V, Scene 3 of Shakespeare's Richard III, by William Hogarth, 1745 (Courtesy: Walker Art Gallery, Liverpool)

How Valuable is Integrity for Mid- and Top-Level Executives?

Idea posted: March 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Too many headlines in recent years have paid testament to the fact that leaders can be prone to ethical lapses. Perhaps this is why integrity is today, more than ever, considered to be a fundamental character strength for managers at all levels of an organization. In this Idea, however, integrity is shown to be relatively less important for middle-level executives compared to other character strengths, such as social intelligence.

Idea #352
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Taxcaltecans meets Hernan Cortez. Mural created by Desiderio Hernandez Xochitiotzin 1956-2000. Palacio de Gobierno, Tlaxcala City (Source: Wikimedia Commons)

Avoiding Managerial Derailment in Latin America

Idea posted: October 2013
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
  • Operations

Why do some managers ‘derail’ and how do these factors differ in various regions of the world? In the research behind this Idea, managers in Latin America and the U.S were compared to analyse managerial derailment. The Idea offers suggestions as to what Latin American organizations can do to avoid this and effectively develop their leaders to an international level.

Idea #245
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Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

In organizations across the globe, managers at all levels must be trained and ‘groomed’ for future leadership roles. But will a manager in Delhi respond in the same way to the same training as a manager in Beijing – or in California, or Singapore? This research Idea from CCL identifies both the universal sources of leadership learning, found across China, India, Singapore and the US, as well as unique approaches specific to each country – by way of a cross-country comparison of developmental experiences.

Idea #046
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Strategies for Successful Work/Life Balance

Idea posted: January 2013
  • Learning & Behaviour

By identifying the patterns and parameters of your own work/life balance, you can create a structure to effectively manage the challenges faced in both these roles. This structure can de-stress, refocus and reenergise a leader and their workforce.

Idea #008
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Inspiring Indian Business Leaders’ Development

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The most effective leadership development breakthroughs for business leaders in India come from events during their lives and on-the-job experiences; and not necessarily through classroom learning. This Idea explores that research-based notion, and the important role senior leaders have to play in becoming inspiring bosses and positive role models.

Idea #057
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