Executive development: meeting the needs of top teams and boards

dc.contributor.authorJackson, Sheila
dc.contributor.authorFarndale, Elaine
dc.contributor.authorKakabadse, Andrew P.
dc.date.accessioned2007-10-16T15:54:21Z
dc.date.available2007-10-16T15:54:21Z
dc.date.issued2003
dc.description.abstractIn a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non-executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.en
dc.format.extent899226 bytes
dc.format.mimetypeapplication/pdf
dc.identifier.citationJackson S, Farndale E, Kakabadse A. (2003) Executive development: meeting the needs of top teams and boards. Journal of Management Development, Volume 22, Issue 3, pp. 185-265en
dc.identifier.issn0262-1711
dc.identifier.urihttp://hdl.handle.net/1826/1912
dc.identifier.urihttp://dx.doi.org/10.1108/02621710310464823
dc.language.isoenen
dc.publisherEmerald Group Publishing Limiteden
dc.subjectDevelopmenten
dc.subjectExecutivesen
dc.subjectGovernanceen
dc.subjectLeadershipen
dc.subjectmanagementen
dc.titleExecutive development: meeting the needs of top teams and boardsen
dc.typeArticleen

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