02662nam 2200589Ia 450 991045018410332120200520144314.01-280-51552-X97866105155231-84544-413-2(CKB)1000000000004583(EBL)289840(OCoLC)70736668(SSID)ssj0000331493(PQKBManifestationID)11266592(PQKBTitleCode)TC0000331493(PQKBWorkID)10330248(PQKB)10040438(MiAaPQ)EBC289840(Au-PeEL)EBL289840(CaPaEBR)ebr10064574(CaONFJC)MIL51552(EXLCZ)99100000000000458320041016d2004 my 0engur|n|---|||||txtccrLeadership development[electronic resource][Bradford, England] Emerald Group Pub.20041 online resource (50 p.)Strategic direction ;v. 20, no. 6, 2004Description based upon print version of record.0-86176-960-0 Table of contents; Editorial; Viewpoint; The challenges of leadership; 3M and General Physics make leadership count; Chicken and egg puzzle of investment in learning; Colgate-Palmolive seeks tomorrow's global leader; Leadership development's softer side; Developing change and leadership capabilities; Lesson for teachers in selling Scotland; Who's next in line?; The ''where'' not ''how'' of leadership; What's on the Web; Abstracts; Suggested reading; Diarythey are born; and so we arrive at the key strategic importance of leadership development. In his tenure at the helm of the world's most successful conglomerate - General Electric - Jack Welch transformed the organization's approach to leadership training. His legacy is a gigantic 1 billion annual spend on training and development. Other organizations such as Colgate-Palmolive also invest heavily in this area - the company currently runs over 70 individual leadership programs aimed at supporting individual development. Clearly, the task of shaping world-beating leaders is a very serious businStrategic direction ;v. 20, no. 6, 2004.LeadershipManagementElectronic books.Leadership.Management.658.4658.4092MiAaPQMiAaPQMiAaPQBOOK9910450184103321Leadership development2145104UNINA