Leader career development: Who should take responsibility?
In a world of flexible, changing organisational trends the requirement for good managerial leadership has never been greater. This research tests the beliefs of managers across New Zealand about the leadership capabilities of other subordinate managers who are potential future senior managers. It then considers the perceptions of senior managers about responsibility for the career development of these subordinate managers. Barely one-half of subordinate managers are thought to have the capability of moving up to senior management positions and of being a more effective leader. Less than one-half of respondent managers believe that the career development of these leaders of the future is the responsibility of the individual nd of the organisation. The remainder believe it to be the responsibility of either the individual or the organisation. The subordinate managers with the greatest leadership potential already display high levels of leadership. This paper discusses the implications of the dominant 'new career' paradigm on the career development of leaders for the future. Potential strategies for aligning organisational needs with individual career development within the context of the contemporary work environment are discussed.
Asia-Pacific Journal of Human Resources