Developing leaders: How winning companies keep on winning

MIT Sloan Management Review

Volumn 42, Issue 1, 2001, Pages 49-59

  Fulmer, Robert M ^a   Gibbs, Philip A ^b   Goldsmith, Marshall ^c  

^a PEPPERDINE UNIVERSITY   (United States)

^b The College of William and Mary   (United States)

^c Keilty Goldsmith and Company   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0038603410     PISSN: 15329194     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Article

References (16)

1. "Industry Report 1998: Training Budgets," Training, October 1998, 47. See also: J. Reingold, M. Schneider and K. Capell, "Learning To Lead," Business Week, Oct. 18, 1999: 76.
2. "Industry Report 1998: Training Budgets," Training, October 1998, 47. See also: J. Reingold, M. Schneider and K. Capell, "Learning To Lead," Business Week, Oct. 18, 1999: 76.
3. John A. Byrne, "PepsiCo's New Formula," Business Week, Apr. 10, 2000, 172; and T.A. Stewart, "How to Leave It All Behind," Fortune, Dec. 6, 1999, 345-348.
4. John A. Byrne, "PepsiCo's New Formula," Business Week, Apr. 10, 2000, 172; and T.A. Stewart, "How to Leave It All Behind," Fortune, Dec. 6, 1999, 345-348.
5. G. Hollenback and W. Vestal, eds., "Developing Leaders At All Levels" (Houston: American Productivity & Quality Center, 1999); and R.M. Fulmer, J. Camillus and J. McMorrow, eds., "Leadership Development: Building Executive Talent" (Houston: American Productivity & Quality Center and American Society for Training & Development, 1999).
6. G. Hollenback and W. Vestal, eds., "Developing Leaders At All Levels" (Houston: American Productivity & Quality Center, 1999); and R.M. Fulmer, J. Camillus and J. McMorrow, eds., "Leadership Development: Building Executive Talent" (Houston: American Productivity & Quality Center and American Society for Training & Development, 1999).
7. A.A. Vicere and R.M. Fulmer, "Leadership by Design" (Boston: Harvard Business School Press, 1998), 218-223.
8. Arthur Andersen uses the term "450-degree feedback" to emphasize that feedback from clients is included in the process. Technically, 360-degree feedback is feedback from four quadrants of perspective: boss, subordinates, peers and customers. Respondents rate themselves.
9. For example, see: M.A. Hammer, "The Power of Reflection," Fortune, Nov. 24, 1997, 291-295.
10. G. Hamel, "Strategy as Revolution," Harvard Business Review 74 (July-August 1996): 69-81; and G. Hamel, "Leading the Revolution" (Boston: Harvard Business School Press, 2000).
11. G. Hamel, "Strategy as Revolution," Harvard Business Review 74 (July-August 1996): 69-81; and G. Hamel, "Leading the Revolution" (Boston: Harvard Business School Press, 2000).
12. R.M. Fulmer and S. Perret, "The Merlin Exercise: Future by Forecast or Future by Invention?" Journal of Management Development 12 (no. 6,1993): 44-53.
13. For example, see: Stratford Sherman, "How Tomorrow's Leaders Are Learning Their Stuff," Fortune, Nov. 27, 1995, 90-98; and Thomas A. Stewart, "Telling Tales at BP Amoco," Fortune, June 7, 1999, 220-223.
14. For example, see: Stratford Sherman, "How Tomorrow's Leaders Are Learning Their Stuff," Fortune, Nov. 27, 1995, 90-98; and Thomas A. Stewart, "Telling Tales at BP Amoco," Fortune, June 7, 1999, 220-223.
15. "General Electric: The House That Jack Built," The Economist, Sept. 18, 1999, 23-27.
16. D. Kirkpatrick, "Evaluating Training Programs: The Four Levels" (San Francisco: Berrett Koehler, 1994).