Summarises the conclusions from research which explores how people learn to start and grow high performing businesses. Seeks to understand better the ways in which individuals learn to act entrepreneurially and also suggests how this understanding might influence the design of more effective learning experiences. Proposes a conceptual model of entrepreneurial learning, and assesses its implications for designing entrepreneurship education and development programmes. Findings indicate that there would be benefits from designing development programmes for current and aspirant business owners with a greater emphasis on personal development, based upon the entrepreneurial learning model proposed in the article.

Using a life‐story approach in researching entrepreneurial learning: the development of a conceptual model and its implications in the design of learning experiences

Purpose – Organizations often fail to utilize managerial personnel effectively for leadership development and succession planning systems, and many execute these critical practices through separate human resource functions that shift the responsibility for leadership development away from line managers The purpose of this article is to present a best practices model for optimal development of the leadership pipeline and a series of practical recommendations for organizationsDesign/methodology/approach – A group of 30 CEOs and human resource executives across 15 best practice organizations were asked via semi‐structured interviews to describe the content and delivery of their respective organizations' leadership development and succession planning practicesFindings – Analysis of interview data indicated that best practice organizations effectively integrate leadership development and succession planning systems by fully utilizing managerial personnel in developing the organization's mentor network, iden

Integrating leadership development and succession planning best practices

Leadership has been a major topic in management and business literature over the last few years. The rapid changes in business, technology, political and social factors has required the development of effective leadership skills. As a result leadership development programs have become an increasing priority for business and government organisations. This article puts forward an integrated model for leadership development. The major focus of this model is to develop leadership competencies which directly contribute to the strategic imperatives of the business. In addition, it describes the key elements that contribute to a successful leadership experience such as changing mindsets, a global focus, personal development and improved business and leadership skills. Finally, the most widely used leadership methods and processes are covered under three major themes; contributing to the strategic business direction, building leadership and team skills, and self‐development. The ideas put forward in this paper provide senior managers and human resource professionals with an integrated and comprehensive framework to plan and build a leadership development program in their organisation.

An integrated model and approach for the design of effective leadership development programs

Purpose – This article aims to review business and academic literature on the topic of business succession planning (BSP). The purpose is to allow the vast quantity of evidence and opinion to be contextualised, and enable a better understanding of the key themes within BSP, particularly with respect to small, family‐owned businesses.Design/methodology/approach – An extensive literature search of business magazines, journal databases, textbooks, and relevant reports and citations was carried out. A categorisation of the evidence, involving over 400 articles, allowed informed discussions on the key themes surrounding BSP.Findings – Key findings include family succession, legal, financial, and fiscal components, barriers against implementation, and methods for managing the process. A detailed summary of these and other topics is given, which together constitute the critical themes which should be borne in mind by businesses facing BSP.Research limitations/implications – The main weakness of this paper is the...

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Business succession planning: a review of the evidence

The objective of this paper is to study the factors influencing the transfer of leadership in family firms to the next generation of the owner family, focusing on the successor figure. After reviewing the relevant literature about family businesses and the successor's development, we state two general research propositions related to training for leadership and commitment as the main factors affecting the succession process. Following these propositions, we look in detail at seven succession case studies taken from the automobile distribution industry. These cases differ in terms of the success of the results. The quality of interpersonal relationships, successors' expectations, and the role of the predecessor appear to be critical in distinguishing between more and less successful processes.

Leadership transfer and the successor's development in the family firm

Corporate leadership development can no longer simply rely on planning the replacement of existing leaders. The function of leadership is moving from a transactional to a transitional mode and leaders will increasingly work to inspire knowledge era workers within a constantly changing organisation to embrace an unknown future. In order to meet this leadership development challenge, this article proposes a three‐track model of leadership development based on theory and practice. It is aimed not at individual leaders, but at the total leadership function. The three tracks are: a business track where individuals study the total enterprise and its business environment; a leadership track which teaches behaviourally‐based skills to influence individuals, teams and the total organisation; and a personal track where the individuals understand themselves and how to best manage their personal resources.

Assuring corporate leadership for the future

Presents the faces model, a new model of team development which describes teams using five common patterns, called “faces”. The model assumes that teams wear one face, then move to wearing another in a somewhat random order, unless members proactively drive their teams to wear a face or engage in a pattern which they believe is more desirable than the others. Describes the “performance” face in detail, since it is the most desirable pattern for most teams in organizations. Also describes approaches for moving typical teams from each of the other faces to the performance face. Takes issue with many popular development models which describe most groups as moving through a specific sequence of patterns.

The faces model of high performing team development

Describes a three‐track process for executive leadership development (TTL) intended to develop a cadre of strategic business leaders for the next decade. TTL consists of three simultaneous tracks of activity requiring as much as 18 months, during which participants also perform their regular jobs. It has three objectives, corresponding to the tracks of activity: the business track ‐ solves real‐life business problems thereby supporting the business while providing each individual participant with increased expertise in an area previously unknown to him or her; the leadership track ‐ enables participants to lead individuals, groups and organizations more effectively; and the personal track ‐ helps participants appreciate and more effectively utilize their innate personal skills, values, predispositions and traits. Examines results to date and shows that this leadership development process has already provided substantial returns to many individuals and organizations.

Ed Kur

Papers

Assuring corporate leadership for the future

The faces model of high performing team development

A three‐track process for executive leadership development