Why executives derail: perspectives across time and cultures

Abstract

Executive Overview Derailment studies conducted by the Center for Creative Leadership (CCL) in the 1970s and 1980s provided many valuable insights into the developmental needs of managers aspiring to senior leadership positions in the United States.1 This most recent study by CCL attempts to determine whether or not the concept of derailment and the factors involved have stood the test of time and are applicable across cultures. The answers are critical in light of today's global and ever-changing business environment where executives are likely to live or work on assignments outside their native countries and where the very pace of change has created new and different challenges for managing people.