Creating Synergy and Difference in Development: One Organization’s Competencies for Three Organizational Levels
The previous chapters in this volume clearly make a case for taking organizational level into account in the development of leaders. Chapter 2 illustrates how level transitions pose a significant adaptive challenge to individual managers. It goes on to demonstrate this with the unique case of becoming a CEO. Chapter 3 applies this logic to the more common transition of becoming a general manager. And chapter 4 is persuasive in advocating a more strategic view of the role of leadership development, a view that emphasizes ...
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