The Future of Leadership Development: Corporate Needs and the Role of Business Schools
The Deans' Perspective on Leadership Development and Business SchoolsIn Search of a Greater Impact: New Corporate and Societal Challenges for Business SchoolsThe essential model of successful business schools in the twentieth centuryExternal factorsThe role of business schools and the financial crisisGlobalizationCorporate crisisInternal factorsThe mission deficitThe governance deficitThe faculty development deficitThe relevance deficitThe humanistic deficitThe financial deficitNew challenges for business schoolsReframing the notion of the firmProfit maximizationServing customersPeople in organizations: a humanistic view of the firmCompanies and society: the search for the common goodReframing the role of senior managersA framework for leadership developmentLifelong learning and educationOrganizational structureSome final reflectionsNOTESREFERENCESMillennials and the Changing Landscape of Business EducationMuch more mobileThree main concerns of top employeesCorporate degree programsBuilding block degree programsVirtual learningApplications of our virtual environmentSenior developmentPreparing leadersNOTESCollaborative Leadership: New Perspectives in Leadership DevelopmentCollaborative leadershipWhat is changing in our environment?Fragmentation of the value chainMore knowledge workersThe increasing demands of societyDispersion of the sources of knowledge and innovationChanges in the structure of multinationalsIncreased importance of risk managementThe role of ICT in networkingAnd all these changes in a very different context for the marketsThe new collaborative leaderWhat does preparation for collaborative leadership require?Getting the right mindsetReducing transaction costsSeeing beyond the borders of the organizationBuilding consensusAbility to networkManaging the dualitiesCan you prepare young people for such leadership?ConclusionREFERENCESThe Enduring Value of the MBA DegreeGetting back to basics: why are we here?The MBA degree: poised for a renaissanceThe complaintA century of market changeProfessional valuesReason for hope: a cure for what ailsIntellectual depth (thought leadership through coursework)Experiential learning (team leadership through collaboration)Global perspectives (market leadership through cross-cultural diversity)Ethics, values and people skills (civic leadership through community outreach and social responsibility)"MBA Lifecycle": long-term learning for a changing marketDemand for professional managers: the numbersThe right stuff: easier said than doneHigh-stakes global complexity demands MBAs who aspire to be, and to give, moreNOTESBusiness Schools and the Demands of Business LeadershipThe early evolution of the MBAChanges in the postwar periodMeeting the new challenges: how business schools must adaptThe Contribution of Business Schools to the Twenty-first CenturyA hundred years of historyThe process of a business schoolCompetition among business schoolsDo business schools add value to society?Business schools and valuesThe future of business schoolsNew Challenges in Leadership Development and Executive Education: The Scholars' PerspectiveFrom Action Theory to the Theory of the FirmAn action theoryFrom the action theory to the theory of the firmAction theory and motivationsThe firm as a community of peopleThe entrepreneur and the firmA broad theory of organizationsConclusionsNOTESREFERENCESA Humanistic Approach to Organizations and Organizational Decision-makingChanges in business schoolsThe influence of economicsAn economics-based model of the firmOperational problems of the economic modelsThe fundamental assumptionsUnbounded rationalitySelf-interestAbsence of learningCompetitive markets and efficiency in productionAn alternative framework for analysis of managerial action: basic assumptionsBounded rationality"Satisficing" behaviorQualitative, unmeasurable organizational goals - limitations of formal evaluation and control systemsLong-run and institutional identityWider individual objectivesMotives of individualsCompetitive advantage on through knowledgeOrganizations as communities: loyalties and identificationAn alternative view of organizations5Distinctive competence"Internal" mission and identification with organizational goalsImplications for managerial decision-makingAn illustrative exampleSummary: three criteria for decision-makingAcknowledgmentsNOTESREFERENCESBridging the Globalization Gap at Top Business Schools: Curricular Challenges and a ResponseWhat top business schools sayWhat top business schools doAssessment: a curricular globalization gapThe gap at top schoolsThe gap at other schoolsThe business-society gapWhat should be done to globalize curricular content?Design challenges and a responseConclusionsAcknowledgmentsNOTESREFERENCESLeadership Development in Business Schools: An Agenda for Change*The leadership "business"Are business schools doing a good job of developing leaders?Causes of the problem - and what needs to changeMeasurements and rankingsSelf-created business school identitiesResearch and faculty evaluationConclusionNOTESREFERENCESThe CEOs' Perspective: What Companies Expect from Leadership DevelopmentHow to Develop and Promote Leadership from the Top*What styles of leadership are we talking about?How do CEOs think about leadership development?Leadership development is the CEO's responsibilityDeveloping leadership by exampleCEOs develop leadership by creating trustCEOs should promote diversityCEOs should facilitate work and family integration as a way to develop leadershipConclusionNOTEREFERENCESManaging Managers as Professionals: Leadership Development and Talent Transfer in a Global WorldManagers as professionalsBusiness context, firms and managers: a reality checkA difficult landscape and a paradoxWhat firms are (really) looking forWhat new generations are looking for, and can offerDeveloping and transferring talentDeveloping talent: how to train the needed professionalTransferring talentImplications for leadership development: a joint taskNOTESREFERENCES
