FILLING THE LEADERSHIP PIPELINE
FILLING THE LEADERSHIP PIPELINE
Edited by
Robert B. Kaiser
Center for Creative Leadership
Greensboro, North Carolina
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.
CENTER FOR CREATIVE LEADERSHIP
© 2005 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. 354
Library of Congress Cataloging-in-Publication Data
Filling the leadership pipeline / edited by Robert B. Kaiser
p. cm.
ISBN 978-1-882197-90-3 (print) — ISBN 978-1-932973-65-5 (e-book)
1. Leadership. 2. Management. I. Kaiser, Robert B. II. Title.
HD57.7.F54 2005
658.4'092—dc22
2005028310
Table of Contents
Robert B. Kaiser
1 Building the Executive Ranks: Current Practices in Developing Future Business Leaders, Patricia M. Weik
Part 2: Considerations about Individual Managers
2 Swimming Upstream: The Challenge of Managerial Promotions, Arthur M. Freedman
3 The Challenges of General Manager Transitions, Amy Kates and Diane Downey
Part 3: Considerations about Development Systems
4 When Leadership Development Fails Managers: Addressing the Right Gaps When Developing Leadership, H. Skipton Leonard
5 Creating Synergy and Difference in Development: One Organization’s Competencies for Three Organizational Levels, Jennifer Martineau, Greg Laskow, Lisa Moye, and Dick Phillips
Acknowledgments
It is a privilege to work with and learn from skilled colleagues. And it is the proverbial icing on the cake when they are as rewarding personally as they are competent professionally. Such was the case for the project that began as a panel presentation at the nineteenth annual conference for the Society for Industrial and Organizational Psychology and resulted in this volume. For their pearls of wisdom, steadfast work habits, and openness to (my sometimes heavy-handed) editorial suggestions, I am grateful to Pat Weik, Arthur Freedman, Amy Kates, Skip Leonard, and Jennifer Martineau and her colleagues, Greg Laskow, Lisa Moye, and Dick Phillips. Thank you for making this volume possible.
I also appreciate the encouragement and support for this project received unfailingly from David DeVries and Bob Kaplan.
Dedication
This volume is dedicated to the life and career of Diane Downey. I met Diane for the first time when we were both presenting in a workshop on executive talent management sponsored by the Human Resources Planning Society. She struck me immediately as very sharp, no-nonsense, gutsy, and utterly down-to-earth. She proved herself to be every bit of those qualities and more.
As we got to know each other and I explored her work on leadership and organizational design, it became evident that Diane’s savvy and insight were born of firsthand experience forged by deep reflection. She had the mental agility of a first-rate scholar with all of the practicality of a seasoned executive. It turned out that she came by this rare combination honestly: prior to building her own internationally recognized consulting firm, Downey Kates Associates, she held senior corporate positions responsible for management and organization development at Citibank USA and Harper & Row Publishing. Diane also held faculty appointments at the University of Maryland, Howard University, and Antioch College, and taught courses at Cornell and New York University. What made her intellect and street smarts all the more palpable, however, was her deep compassion. As well as a successful businesswoman, Diane was a skilled therapist, social activist, generous colleague, caring teacher, and, most of all, a dear friend.
For all of these reasons, this volume is dedicated to Diane Downey. I think she would be proud to be part of an interdisciplinary, multicollaborator effort to help organizations and the individuals that populate them make their full contribution and find deep fulfillment. After all, this was an enduring theme across her many professional and personal activities.
Robert B. Kaiser
Greensboro, North Carolina
May 2005
The Authors
Diane Downey was president and founder of Downey Kates Associates and worked extensively in the area of new leader assimilation. Her book Assimilating New Leaders: The Key to Executive Retention (AMACOM, 2001) won the 2002 Book of the Year award from the Society for Human Resource Management. Diane
