In rapidly growing Asian economies, the need to recruit and train additional leadership talent is particularly problematic, as the demand for talent continues to outstrip available indigenous human capital. Yet most leadership development research to date has focused on US samples. The current study extends our knowledge about how managers develop as leaders by analyzing and comparing qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data.

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A leader's image can be either an asset or a liability. Although many leaders mistakenly believe that managing their image amounts to chicanery, it's important for them to recognize the genuine aspects of themselves that should be coming across to other people—but may not be. Crafting an authentic image requires you to gain a clear picture of the image people are currently perceiving, decide what image you would like to portray, and develop the skills to close the gap.

Military officers attending the Center for Creative Leadership's (CCL ®) Leadership at the Peak program participated in a survey of their key developmental experiences and the lessons learned from those events. The research indicated that events involving Positive Role Models, Negative Role Models, and Failures and Mistakes were the most frequently reported development experiences, and produced lessons on Managing Subordinates, Executive Leadership, Communication, Integrity, and Decision Making. Understanding the types of events that lead to these vital lessons can provide current and future officers a greater ability to guide subordinates with opportunities to learn, plus identify situations that can deliver important leadership lessons. These key events also assist practitioners when creating tools and processes to enhance leadership development.