A Case Study on the Effective Implementation of Enterprise Leadership Development

Abstract

Enterprise leadership development practice is focused on providing effective support to enterprise strategies through leadership development programs. This paper proposes several theoretical hypotheses of the effective implementation of enterprise leadership development programs based on the conclusions of specific literature, and verifies the hypotheses through field observation and document analysis of the evolution of a practical leadership development program. This program was organized from 2005 to 2012 by an enterprise for its entry-level R&D managers. This paper puts forward the following ideas: Effective leadership development programs, with a wider purpose not limited to individual development, are organization-oriented and support the implementation of enterprise strategies. Such programs focus on the critical stages of key strategy implementation groups and comprehensively adopt a variety of methods. The mostly used methods rely heavily on direct experience and are closely related to actual work scenarios. Through these methods, leadership development programs pass on expectations and requirements for key roles and specify key capabilities required for them to implement enterprise strategies.