Workplace Visions®
A Publication of the Society for Human Resource Management
No. 1 | 2008 Changing Leadership Strategies
n Greater competition as a result of globalization and the rise of the knowledge economy has brought about important changes in organizational leadership strategies and prac- tices.
n Economic developments over the coming decade could ac- celerate changes in what is expected from business leaders.
n Many of the repercussions of changing leadership expecta- tions will create challenges for human resource management but may also provide new opportunities for HR professionals to demonstrate their own ability to lead at a strategic level. Over the past few decades, significantly human resource management. As trends increased competition as a result of a glo- in the management of talented leadership Trends in executive balizing economy and its accompanying develop over the coming years, HR profes- rapid improvements in technology and sionals’ role in identifying and supporting compensation may productivity has influenced the concept leaders within their organizations will also of leadership. While pressure to bring elevate their own profile as organizational influence attitudes about short-term results has focused more leaders. attention on the most senior corporate toward senior executives, technology improvements that Leadership at the sharp end facilitate innovation from the organizational The rise in executive compensation may be executives and, periphery are emphasizing the importance the most high-profile business leadership of leadership at all levels of a business. issue to hit the headlines in recent years, as a result, some The paradox of the focus on leadership but other issues such as increased job turn- increasingly narrowing down to a small over among senior executives, the changing aspects of business group of elite senior executives, as the tools role of corporate boards, the implications of innovation flow into the hands of the of new research on how to identify the best leadership. entire workforce and beyond, is framing leaders and how a leader thinks, and the the debate on where leadership strate- growing importance of a business’s leader- gies of the future are likely to be heading. ship brand will also influence organizational about high-profile CEO exits, but the trend Most organizations’ leadership strategies leadership strategies. extends beyond the role of CEO. A 2006 will simultaneously involve identifying and analysis of all public North American com- developing the most highly skilled and Job churning at the top panies by Liberum Research found a 68% effective executive leaders while also look- In the last few years alone, there have been increase in management turnover (28,058 ing to harness leadership capabilities at significant changes in the rate of job turn- changes from corporate directors to vice all rungs of the organizational hierarchy. over among many senior executive roles. presidents) from the year before. CEO Both of these approaches integrally involve This has been highlighted in news stories turnover was at a 30% higher rate. Some
Table 1 | Primarily Responsible for Determining Executive-Level Compensation at Organization (by Organization Sector)
Publicly owned Privately owned Nonprofit Government Differences for-profit for-profit organization sector by Organization (n = 70) (n = 146) (n = 90) (n =33) Sector Board chairperson 3% 3% 4% 3% Entire Board of Directors 3% 8% 13% 18% Government > Publicly owned for-profit Compensation committee 61% 16% 24% 18% Publicly owned for- (may be composed of Board members) profit > Privately owned for-profit, nonprofit, government CEO/President/Owner 20% 57% 46% 21% Privately owned for- profit > Publicly owned for-profit, government
Nonprofit > Publicly owned for-profit Top HR staff in organization 13% 7% 6% 9% (Chief HRO, SVP of HR, etc.) Compensation and Benefits HR staff 0% 1% 1% 9% Government > Privately owned for-profit Outside consultant 0% 0% 1% 0%
Note: Percentages are column percentages and may not total 100% due to rounding. Sample sizes of the organization sector categories are based on the actual number of respondents answering the organization sector question; however the percentages are based on actual numbers of respondents by organization sector who answered this question. Source: SHRM 2006 HR Practices in Executive-Level Compensation Survey Report
WORKPLACE VISIONS WORKPLACE VISIONS members of the C-suite are more affected behind several of the CEO exits over the is the growing divide between CEO pay by the trend than others. In 2006 2,300 past year, but some of these departing and that of other senior executives only a Chief Financial Officer (CFO) positions CEOs were still entitled to receive substan- few rungs down the ladder. According to churned—a rise of 23% overall and 50% tial pay packages upon their departure even a recent study, CEOs at the largest U.S. at businesses that had $1 billion or more where they were involved in the scandal. companies in the 1960s and 1970s earned in revenues. This increased churn rate is Concern about excessive executive pay and an average of 80% more than the third- dropping the average tenure for CFOs severance packages and new SEC disclosure highest-paid executives. This average has by an average of 30 months. Along with rules will continue to draw attention to now risen to about 260% (Frydman and CFOs, changes in Chief Operating Officer the issue of executive pay. New govern- Saks). (COO) rates are also occurring; though ment legislation has also been proposed. There are many potential reasons behind instead of job churning, the main finding Congressman Barney Frank (D-Mass) has this change. Some economists argue that the was an ongoing decline in the number of introduced “say on pay” legislation that main reason is the greater demand for execu- companies with COOs. The reasons for requires a nonbinding vote when a com- tive talent and fewer companies promoting increased turnover for C-suite positions is pany gives a not-yet-disclosed “golden executives from within to the CEO position. often linked to issues that affect a specific parachute” during negotiations to buy or This leads to more competition between profession alone, such as tighter regulations sell a company. companies for existing CEOs, and drives up and filing deadlines for CFOs, but much Trends in executive compensation may executive pay primarily at the CEO level. of the turnover appears to be the general- influence attitudes toward senior executives Others believe the key driver behind rising ized effect of more intense competition and and, as a result, some aspects of business CEO pay is simply larger and more profitable greater shareholder pressure for more cor- leadership. This may be particularly true if companies. According to the SHRM 2006 porate accountability and transparency. disparities in the ratio of the compensation HR Practices in Executive-Level Compensa- Along with factors that affect some of corporate leaders, especially CEOs, and tion Survey Report, CEOs themselves may C-suite positions more than others, some their employees grow. The growing gap be one of the main reasons behind the gap industries seem to be more susceptible to between CEO pay and that of the average between CEO and other C-suite executives’ C-suite job churn. This can be related to worker is well-known; less often discussed compensation as CEOs/presidents/owners industry changes, the competitive landscape and the economy—for example, turnover of CEOs of private-equity-owned companies Figure 1 | Primarily Responsible for Determining Executive-Level seems to be increasing as financial condi- Compensation at Organizations (n = 340) tions tighten. Increased job churn at the top will make it more challenging for busi- ness leaders who are facing increased pres- CEO/President/Owner 0.43 sure from boards and shareholders, and also for employees who are faced with a lack of Compensation committee (may be 0.28 continuity that may increasingly result in a comprised of Board members) leadership vacuum. Entire Board of Directors 0.09
Executive compensation Top HR staff in organization 0.08 High turnover of senior corporate leaders (Chief HRO, SVP of HR, etc.) also highlights the increase in executive Board chairperson 0.04 pay because of high-profile exit packages, especially in the wake of scandals or poor Compensation and Benefits HR staff 0.02 performance. According to the Corporate Library, in 2006 the average CEO of a Outside consultant 0 Standard & Poor’s 500 company received $14.78 million in total compensation, an Other 0.07 increase of 9.4%over the previous year. The stock options backdating scandal that resulted in U.S. Securities and Exchange Commission (SEC) investigations at as many as 160 companies appears to be Source: 2005 U.S. Census
WORKPLACE VISIONS WORKPLACE VISIONS Senior leadership teams relies on overlapping expertise and responsi- The need to build Corporate boards are facing more turbu- bility. Because so much depends on the team lence as turnover also increases among that sets strategy working collaboratively, effective teams board members and as shareholders and the this style of team leadership emphasizes a media more closely examine and question strong system of shared values. HR strate- of senior leaders board decisions, especially those involving gies are central to the development of this scandals or extreme CEO pay packages. At kind of organization, especially organiza- even as it becomes the same time, increasing turnover among tional changes that encourage more mutual the ranks of corporate leaders and greater dependence and cooperation between units more difficult is disparities in compensation among top- as well as the communication of organiza- ranking executives are making it much tional values. drawing attention more difficult to build effective and cohe- A more integrated and collaborative sive senior leadership teams. The challenges senior leadership team with a greater over- to theories on brought about by less stable senior leader- lap of responsibility and expertise among ship teams are not only the result of a lack its members also emphasizes the concept of team-based of consistency as the members of the C- complementary leadership. Miles and Watkins suite change more rapidly but also because (2007) describe four types of complemen- leadership at the with so much pressure, senior executives tary leadership situations: may be more likely to have opposing n Task complementarity—the division of very senior level. agendas, especially when it is unclear how management tasks as a result of greater their roles and responsibilities relate to one levels of complexity and uncertainty. are most likely to be primarily responsible another and as they compete for resources n Expertise complementarity—the differ- for executive-level compensation strategies and jockey for position. ences in knowledge and experience that within organizations (see figure 1); though A senior management team where mem- are used to create effective senior lead- in publicly-owned for-profit companies the bers are more frequently in opposition is ership teams where different members responsibility is most likely to be held by a considered by management experts to be one contribute their own specific expertise. compensation committee that may be com- of the most significant barriers to the effec- n Cognitive complementarity—the differ- posed of board members (see table 1). For tive execution of strategy. Yet as competitive ence in the way that individuals process many HR compensation experts, the way pressures mount, no single leader can man- information such as an ability to see the that compensation committees are orga- age every aspect of organizational leadership. big picture versus the ability to capture nized and whether this sets up incentives to This creates an even greater need for effec- details. recommend higher CEO pay packages is an tive team-based leadership from senior exec- n Role complementarity—involves the area of key concern. Most organizations that utive teams and corporate boards. The need different social roles individual leaders have compensation committees include HR to build effective teams of senior leaders even play. This may be particularly important staff on the committee. As businesses con- as it becomes more difficult is drawing atten- to strategic HR objectives because of tinue to deal with the competing pressures tion to theories on team-based leadership at its influence on culture building. At of greater public and shareholder scrutiny the very senior level. the same time, it is one of the more of executive pay and the need to attract and Managing rapid change and greater orga- challenging kinds of complementarity retain top leadership talent, some are begin- nizational complexity are two issues of par- to support because it is so tied to the ning to examine if the gap between CEO ticular importance to senior teams. Some unique personality characteristics of indi- compensation and all other employees’ pay management experts believe that the need to vidual leaders. impacts both the motivation and engage- respond more rapidly to change and uncer- Complementary leadership roles may ment of ordinary workers and the leadership tainty is creating the need for a new kind of be particularly important to consider when and authority of non-CEO executive team senior leadership team. Doz and Kosonen making succession plans and may help lead- members. HR will be involved in all of these (2008) describe this as a “new deal at the ers to deal with the increasing pressures of debates, whether as part of the compensation top” that emphasizes collective responsibility senior executive roles. They do however committees setting pay, through building for corporate performance and more inter- require the ability to agree on organizational senior recruitment strategies, or by dealing dependence among unit heads to integrate priorities and careful communication so that with any fallout that growing pay disparities corporate strategy. Rather than narrowly roles are clear. Once again, many of the strat- have on organizational culture and employee defined areas of functional and unit-specific egies and organizational behaviors that help motivation and satisfaction. expertise, this style of senior team leadership to create effective complementary leader-
WORKPLACE VISIONS WORKPLACE VISIONS ship teams involve HR. According to Miles information, coming up with solutions and as “a reputation for developing exceptional and Watkins, many of the challenges can be making decisions is primed to deal with con- managers with a distinct set of talents that managed by establishing a strong common stant change in the environment, find cre- are uniquely geared to fulfill customers’ and vision, common incentives, effective com- ative solutions and see more possibilities for investors’ expectations.” Taken together, munication and trust—all important parts of innovation. According to a recent study by these managerial talents reinforce the brand HR’s organizational development and cul- Canadian and U.S. psychologists published promise of the organization to its custom- ture building responsibilities. As a result, a in the Journal of Personality and Social Psy- ers. A company that has an organizational shift to more collaborative and complemen- chology, brain-based executive intelligence brand that emphasizes innovation and tary senior management teams, while poten- testing could soon help recruiters identify design may therefore develop a leadership tially more challenging to build and manage, the leadership candidates most likely to suc- brand that is based on leaders known for represents a leadership opportunity for HR ceed. They calculate that adding executive- creativity in developing new products and professionals to be not only part of a new function tests to employee interviews could services. In the future, more organizations kind of senior leadership team, but also one result in up to a 33% gain in productivity per may attempt to gauge how well their lead- of its chief architects. hired employee. The tests are based on activ- ership brand aligns with the overall brand ity in the prefrontal cortex, which is believed promise they offer their customers and their The way a leader thinks to enhance the skills described as “executive overall employer brand. In addition to changes to business prac- functions.” These include the ability to plan tices, organization and execution among for the future, deal with multiple ideas simul- Global leadership and corporate senior leaders and senior leadership teams, taneously, avoid impulsive action, and deal social responsibility the research and understanding of the inter- with new situations. Neuroscience applica- Leadership across borders is also being nal characteristics, thought patterns and tions could lead to totally new approaches to studied due to the greater need to under- decision making styles that make someone management and recruitment—and possibly stand how best to lead a globally dispersed an effective leader are also advancing. New to completely new staffing management and workforce. Global leadership efforts may studies in areas such as cognitive psychol- organizational development roles as poten- increasingly involve corporate social ogy are shedding light on what makes tial leaders are identified much earlier in their responsibility (CSR). CSR has become leaders stand out. In the past, much of the careers through the use of brain-based exec- an increasingly important force in creat- emphasis in management studies was on utive intelligence testing. ing perceptions of company brand at the execution and on the behaviors of success- global level and may increasingly be used ful leaders. Increasingly, however, there Leadership brand to counteract negative views of the United has been a trend toward looking beyond Another area of academic study on lead- States that spill over into brand percep- behavior to study the way that leaders ership that seems to be drawing more tions of U.S.-based companies. According work through problems cognitively and attention recently is the notion of leader- to a global poll of 45,000 people by the how they make decisions. Aside from more ship brand, which is somewhat related to Pew Research Center, the U.S. is viewed advanced neuroscience technologies that the concept of employer brand. Because negatively in many countries around the support more detailed studies of brain employer branding attempts to convey the world and even by majorities in countries behavior and thought patterns, one reason values and performance standards of the most Americans consider “friendly,” such behind the shift from studying leadership organization to both external and inter- as Germany (66%), Spain (60%) and France behavior toward studying the way leaders nal audiences, it is beginning to play an (60%). In the so-called BRIC emerg- think is that as the pace of change speeds important role in leadership development, ing markets that are viewed as the key to up, behaviors that have worked in the past as business leaders are now expected to future global growth, negative views of might no longer be appropriate, or deci- embody these values in their interactions the U.S. are also common—Brazil (51%), sions that were successful in one context are with employees, customers and other busi- Russia (48%), India (28%) and China not at all successful in another. This is par- ness stakeholders. Research by Ulrich and (57%). This negative perception appears to ticularly relevant in relation to globalization Smallwood (2007), based on a study of be particularly prevalent among younger because actions taken in one cultural setting 150 successful “leader feeder” firms of vari- people. Young people are also the group may not work in another. ous sizes, investigates how some companies that seems to be most responsive to socially Similar to the trend toward more inte- are bringing together both the strength- responsible business practices. For this grated and interdependent leadership teams, ening of individual leadership capacity- reason, global corporate leaders may need much of the research on the “leadership building and the establishment of a strong to become much more involved in CSR mind-set” involves more integrated think- employer brand to actually build a recog- activities; not only because they will need to ing styles because this way of processing nizable “leadership brand”. They define this act as a counterweight to negative percep-
WORKPLACE VISIONS WORKPLACE VISIONS 2. “Identify promising leaders early”—many greater importance of social responsibil- For many students of the top-ranked companies are begin- ity and the need to balance multiple ning to assess leadership potential far stakeholders in business decisions. who plan to obtain earlier in employees’ careers than in pre- Leaders can do this only when they are vious years. An emphasis on future tal- involved in the communities where they advanced degrees, ent appears to be growing and could be do business and can understand how partly driven by employee demand espe- their organizations impact these com- the main barrier cially among younger workers as well as munities. concerns about future labor shortages. 9. “Make leadership development part of the may increasingly 3. “Choose assignments strategically”—many culture”—HR’s involvement in this final of the companies strategically placed practice may be one of the most signifi- be the high cost of rising leaders in multiple and vary- cant factors in determining HR’s future ing assignments to give them a more strategic role. It will require leadership higher education. integrated view of the business. This development to be fully integrated into is in line with the trend toward more all organization decisions, processes tions that could increasingly be influencing integrated leadership teams and ways of and objectives and will depend on HR brand perceptions, but also because CSR thinking. to communicate this commitment to initiatives are becoming much more tightly 4. “Develop leaders within their current employees. integrated into business strategy. jobs”—though this may also involve new As these factors more tightly integrate assignments, the need to counteract leadership development into all aspects of Leadership development increased turnover means that many organizational structure and culture, they All of these factors may be leading to new assignments are short-term in order to could dramatically elevate the strategic approaches to senior leadership develop- benefit from new leadership develop- importance of the human resource manage- ment and a much more serious interest in ment opportunities while maintaining ment function. leadership development as a central busi- stability within the leader’s existing divi- ness strategy by CEOs and other business sion. Leadership from the bottom up leaders. The need to develop better leaders 5. “Be passionate about feedback and sup- Though much emphasis is put on senior more quickly is leading more businesses to port”—Constant evaluation and feed- business leaders, issues of leadership are invest in rigorous leadership development back is considered one of the best ways changing at all levels within organizations programs. Fortune recently published its to help leaders develop their capabilities and talent management initiatives have ranking of the world’s Top Companies for as they continually integrate this feed- become a top priority for businesses (see Leaders, and many companies are bench- back into their approaches to work. figure 2). One result of rapid advances in marking their own leadership development 6. “Develop teams, not just individuals”— technology is that innovation can and often practices against these leading “academy With team-based leadership becoming does occur from the bottom up as employ- companies”—those companies known much more important, more top-rank- the world over for their ability to develop ing companies are looking to team- Figure 2 | Talent Management exceptional leaders. The drive toward more based leadership development strategies. Initiatives are a Top Priority effective leadership development programs 7. “Exert leadership through inspiration”— is coming from the top as more CEOs Many of the top-ranking companies n=203 recognize that human capital really is the emphasize the growing importance of most important factor in determining busi- employee engagement. Engagement is No 24% ness success and from employees themselves a difficult issue to measure and many who know that their own success depends management researchers specializing in on constant development. Fortune outlined engagement have found that extrinsic nine practices that all of the top-ranked motivators of engagement are particu- companies shared: larly difficult to develop, making this Yes 1. “Invest time and money”—this includes one of the most challenging factors to 76% the time of very senior executives and support but also potentially one of the even the CEO in promoting and par- most important in future years. Note: Excludes organizations who indicated they do not ticipating in leadership development 8. “Encourage leaders to be active in their have talent management initiatives in place. programs. communities”—This ties back to the Source: SHRM 2006 Talent Management Survey Report
WORKPLACE VISIONS WORKPLACE VISIONS ees with the most interaction with specific openness and respect also supports innova- processes and technologies are best placed tion, because new ideas are welcomed no Experts and to come up with ideas and innovations matter where they come from. that add value to products and services. researchers believe Leadership issues across the wider spectrum Education and leading a of employees also involve changing expecta- nontraditional workforce that a culture of tions of the kinds of leaders that individu- One of the most interesting characteristics als and teams want to work for. This may of the youngest demographic groups of openness and become more apparent as younger genera- workers is the reversal in education rates tions begin to make up more of the work- by gender that started with Generation X respect also force because of their greater diversity and and continues with the youngest workers the likelihood that they will begin to con- in Gen Y. In a knowledge economy where supports innovation, stitute a less traditional workforce. These high levels of education are the founda- two changes—the way that employees work tion of competitiveness, those workers because new and add value to their organizations, and who have the highest levels of education the demographics of future employees—are are extremely valuable. Increasingly, these ideas are welcomed likely to have a significant influence on workers are women. If this educational shift leadership strategies in the years ahead. translates into greater leverage for educated no matter where women in the workplace, the workforce Team leadership and may become less traditional overall. The they come from. leading collaboratively education imbalance favoring women Though senior leadership teams have will also make the challenge of support- be used to create leadership development become central to organizational leadership ing women in leadership more significant strategies within organizations as companies strategies, the implications of collaborative because businesses will need women to struggle to build leadership talent in new working and the importance of team-based assume more leadership roles. Currently generations of workers. Issues of leadership leadership may be even more profound for only 2% of Fortune 500 CEOs are women style, resistance to women’s leadership and employees who are lower in the organiza- and only 15% of members of boards of work/life balance are all likely to be reas- tional hierarchy. Studies of creative think- directors are women. Research into leader- sessed if businesses find themselves without ing and innovation emphasize the value of ship barriers to women may increasingly a ready pipeline of educated workers. teams because of their ability to represent multiple viewpoints and dimensions of Project Team expertise. As more teams are assigned lead- Project leader: Jennifer Schramm, M. Phil., Manager, Workplace Trends and Forecasting, ing roles in innovating around existing Research Department products or creating new ones, the ability Project contributors: Steve Williams, Ph.D., SPHR, Director, Research to put together effective teams and use Editor: Courtney Cornelius, Copy Editor them to develop leaders will be crucial. The Designer: Shirley Raybuck, Graphic Designer human resource management dimension in Production: Bonnie Claggett, Production Traffic Specialist this process is paramount. HR is involved This report is published by the Society for Human Resource Management (SHRM). All content is in putting together the talent makeup of for informational purposes only and is not to be construed as a guaranteed outcome. The Society official divisions and departments as well for Human Resource Management cannot accept responsibility for any errors or omissions or any liability resulting from the use or misuse of any such information. as putting the mechanisms in place that support the growth of informal teams and © 2008 Society for Human Resource Management. All rights reserved. Printed in the United States cross-divisional working. HR is also respon- of America. sible for building a diverse workforce, This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in which is one of the factors that innovation part, in any form of by any means, electronic, mechanical, photocopying, recording or otherwise, researchers have found to be most signifi- without the prior written permission of the Society for Human Resource Management, 1800 Duke cant in building progressive teams. Diversity Street, Alexandria, VA 22314, USA.
of perspectives, backgrounds and experience For more information, please contact: appear to promote more and better com- SHRM Research Department binations of ideas and approaches. Experts 1800 Duke Street, Alexandria, VA 22314, USA Phone: (703) 548-3440 Fax: (703) 535-6432 | Web: www.shrm.org/research 07-0956 and researchers believe that a culture of
WORKPLACE VISIONS WORKPLACE VISIONS This risk becomes more apparent when considering other recent education trends. Resources Rosenbush, S. (November 5, 2007). CFOs are feeling the heat. Business Week. The percentage of 25- to 29-year-olds with Colvin, G. (October 1, 2007). Leader at least a bachelor’s degree has actually machines. Fortune. Schramm, J. (2007). Creativity and fallen in the current decade. Though Gen Innovation. Society for Human Resource Doz, Y. and Kosonen, M. (January 2008). X is considered the most highly educated Fast Strategy: How strategic agility will Management. Alexandria, VA. Workplace generation in U.S. history, many educa- help you stay ahead of the game. Wharton Visions No. 1. tion specialists are very concerned that the School Publishing. Schramm, J. (2006). Women and work. Society generations that follow are likely to be less Executive pay: the stockpot (January 18, for Human Resource Management. educated. If this trend continues, it could 2007). The Economist. Alexandria, VA. Workplace Visions No. 3. not happen at a worse time, when both economic factors and demographic trends Frydman, C., and Saks, R. (July 6, 2007). Schwartz, N. (November 10, 2007). CEO indicate that the need for young educated Executive Compensation: A New View evolution phase 3. New York Times. from a Long-Run Perspective, 1936-2005. workers has never been greater. A shortage Sellers, P. (October 15, 2007). The Power 50. Working paper: Massachusetts Institute of educated workers will make employers Fortune. of Technology http://web.mit.edu/fryd- even more likely to devise ways to accom- Society for Human Resource Management. man/www/research.htm modate a nontraditional workforce as a (2006). SHRM 2006 HR Practices in means to attract and retain in-demand Higgins, D., Peterson, J., Pihl, R., and Lee, Executive-Level Compensation Survey knowledge workers, many of them women. A. (August 2007). Prefrontal cognitive Report. Alexandria, VA: Author. ability, intelligence, Big Five personality, The implications this could have on both Society for Human Resource Management. and the prediction of advanced academic organizational design and culture could (2007). SHRM 2007 Corporate social and workplace performance. Journal of be revolutionary. Once again, HR will be responsibility pilot study. Alexandria, VA: Personality and Social Psychology 93(2) centrally involved in meeting this challenge Author. by redesigning recruitment and retention 298-319. Society for Human Resource Management. efforts as well as spearheading training Hodgson, P. (November 2007). Director Pay (2006). SHRM 2006 Talent Management initiatives that attempt to bridge the skills 2006–2007. Portland, ME: The Corporate Survey Report. Alexandria, VA: Author. gaps. Library. Thornton, E. (November 5, 2007). Perform or Liberum Management Change Database perish. Business Week. Conclusion (2007). Liberum Research http://libe- Ulrich, D., and Smallwood, N. (2007, July- The shift to more integrated leadership rum.twst.com/ strategies and an emphasis on leadership August). Building a leadership brand. Mandel, M. (August 20 & 27, 2007). Which teams, even as the focus on short-term Harvard Business Review 85(7/8), 93- way to the future? Business Week. results continues to single out the most 100. senior executives, especially CEOs, are Martin, R. (June 2007). How successful leaders likely to continue to influence the design think. Harvard Business Review 85(6), of business leadership strategies. So many 60-67. factors are involved in creating the environ- Miles, S., and Watkins, M. (April 2007). The ment where great leaders flourish that it leadership team: complementary strengths is difficult to predict where the best lead- of conflicting agendas? Harvard Business ers will come from; but regardless of how Review 84(4), 90-98. the trends in the management of talented Pew Global Attitudes Project (June 2006). leadership develop over the coming years, America’s Image Slips. http://pewglobal. it appears likely that HR professionals will org/reports/display.php?ReportID=252 demonstrate not only their ability to iden- Porter, E. (May 25, 2007). More than ever, it tify and support leaders within their organi- pays to be the top executive. New York zations, but also their own capacity to lead Times. at the most strategic level. Reeves, S. (May 11, 2006). Boardroom shuffle. Forbes.
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