Grooming top leaders: Cultural perspectives from China, India, Singapore and the United States

Wilson, Meena Surie; Velsor, Ellen Van; Chandrasekar, Anand; Criswell, Corey

doi:10.35613/ccl.2016.1015

Cited by 3 publications

(2 citation statements)

References 4 publications

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“…Most executives cite on-the-job experiences as the key events that shaped them as leaders and taught them important skills, behaviors, or mindsets. In fact, research shows that senior executives distribute their sources of key developmental experiences as 70% on-thejob challenges, 20% other people, and 10% formal coursework and training (Lombardo & Echinger, 1996;Wilson, Van Velsor, Chandrasekar, & Criswell, 2014). We use 70-20-10 as a guideline, not a formula for creating learning experiences.…”

Section: Learning Transfer: the 3 X 3 X 3 Model ™mentioning

confidence: 99%

Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

Reinhold¹,

Patterson²,

Hegel³

2015

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"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."

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Section: Learning Transfer: the 3 X 3 X 3 Model ™mentioning

confidence: 99%

Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

Reinhold¹,

Patterson²,

Hegel³

2015

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“…Productivity in Serbia is among the lowest in the region (see Graph 1), and the same reasons for such a state of productivity are still high rates of employment in the public sector and the fact that companies in Serbia need three times more employees for the same production level as a company in EU [94]. Companies in the ICT sector have better results; however, their productivity is Productivity can be improved by policies that strengthen competitiveness, better access to finance, and improved skills among the labour force [94]. Additionally, higher investments in research and development (R&D) can improve productivity, boosting innovativeness where knowledge plays a crucial role.…”

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confidence: 99%

Talents and innovations: Case of Serbia

Lazarević¹,

Savić²,

Vjetrov³

et al. 2022

Ekonomika preduzeća

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This research focuses on talents and skills needed for companies' leap towards a higher level of innovativeness and competitiveness in the new digital era. We analyzed data collected through the online survey conducted among 84 companies that operate in Serbia. We did two correlation analyses. The first one observed determinant of innovation and digital transformation among surveyed companies. The results showed that R&D investments and management skills are correlated and significant for all observed digital transformation and innovativeness indicators. The analysis also showed that companies in Serbia are developing more sustaining than disruptive and radical innovations. The second correlation analysis presented the correlation between the indicator of future innovation and digital-driven growth and determinants of current skill gaps, skills in demand and an obstacle for talent development. We confirmed the correlation between the indicator and the skills gap in HR and Marketing business functions, both crucial for knowledge based-development and future business innovation-driven growth. Additionally, we confirmed correlation with analytical skills in demand and explained it through the fact that in the world where data presents new oil, skills that enable the company to transform data into useful business development information are crucial. Our results confirmed that investment in talents is important for future innovation development. We explained the lack of correlation with some skills in demand through the fact that companies in Serbia need more practical skills instead of soft skills for innovation and digital growth.

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Worldwide Perspectives on Action Research in Education

Stringer¹,

Dick²,

Whitehead³

2019

The Wiley Handbook of Action Research in Education

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Grooming top leaders: Cultural perspectives from China, India, Singapore and the United States

Abstract: Center for Creative Leadership ® and CCL ® are registered trademarks owned by the Center for Creative Leadership.

Cited by 3 publications

References 4 publications

Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

Talents and innovations: Case of Serbia

Worldwide Perspectives on Action Research in Education

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