Twenty-two Ways To Develop Leadership In Staff Managers

i TWENTY-TWO WAYS TO DEVELOP LEADERSHIP IN STAFF MANAGERS ii Leadership for Turbulent Times iii TWENTY-TWO WAYS TO DEVELOP LEADERSHIP IN STAFF MANAGERS Robert W. Eichinger Michael M. Lombardo Center for Creative Leadership Greensboro, North Carolina Leadership for Turbulent Times iv The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors. The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below. Center for Creative Leadership Post Office Box 26300 Greensboro, North Carolina 27438-6300 336-288-7210 • www.ccl.org ©1990 Center for Creative Leadership All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. CCL No. 144 ISBN 1-882197-84-4 v Table of Contents Suggestions for the Use of This Report ......................................................... vii Introduction ..................................................................................................... 1 How Successful Executives Develop .............................................................. 1 Differences Between Staff and Line Development ......................................... 4 Why the Developmental Gap Exists .............................................................. 13 Recommendations ......................................................................................... 16 Conclusion ..................................................................................................... 23 Notes .............................................................................................................. 25 References ..................................................................................................... 27 vi Leadership for Turbulent Times vii Suggestions for the Use of This Report Human resource professionals responsible for management and executive development systems and programs can use it to: • support their efforts to improve the development of staff professionals; and • increase the leadership pool for senior management positions. Staff managers responsible for subordinate development can use it to: • add to their understanding of how executive development works in staff jobs; • devise ways to increase the developmental opportunities available to staff professionals; and • create enriched career paths for staff professionals. Staff professionals who want to develop their own executive potential can use it to: • guide their selection of developmental opportunities; and • evaluate their progress in their personal development programs. General managers responsible for staff units can use it to: • improve their understandi