Abstract
PurposeThis paper aims to present a blueprint for HR leaders to excel as chief executives.Design/methodology/approachThe paper highlights some of the challenges that HR leaders encounter in their quest to succeed as a chief executive.FindingsThe paper emphasizes the need to acquire chief‐executive acumen by developing a particular mindset, toolset and skill set, among other things. It explains the importance of understanding other departments, including marketing, finance, operations, legal, IT and strategy.Practical implicationsThe paper stresses the importance of entering into line organizations rather than staff organizations for quick career advancement for HR leaders.Social implicationsThe paper illustrates the realities of leadership development, with examples of a wide range of successful leaders.Originality/valueThe paper closes the gap between theory and practice in the quest to become a good chief executive.
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