Coulson-Thomas, Colin (2013) “New leadership” and creating the high performance organisation: part 2. Industrial and Commercial Training, 45 (2). pp. 92-98. ISSN 0019-7858 (doi:https://doi.org/10.1108/00197851311309534)

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Abstract

A five-year examination of the relative advantages and disadvantages of different approaches to transformation and change, knowledge and talent management suggests that ‘top down’ leadership and leadership development practices in both commercial companies and the public sector are not working as effectively as cheaper, quicker and less disruptive route to creating high performance organisations.

This article is in two parts. It suggests that a ‘new leadership’ or shift of emphasis is required. Part 1 - the previous article - introduced ‘new leadership’ and the importance and value of performance support, while part 2 - the current article - is more concerned with requirements for their effective introduction and the implications for those concerned with leadership and other development activities.

Item Type:	Article
Additional Information:	[1] Research paper. Part 1 was published as: Colin Coulson-Thomas, (2013), “New Leadership” and creating the high performance organisation: part 1, Industrial and Commercial Training, Vol. 45 No. 1, pp 23-31.
Uncontrolled Keywords:	'new leadership', performance support, high performance organisations, top-down leadership, bottom-up leadership, talent management, leadership, performance management
Subjects:	H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HF Commerce
Faculty / School / Research Centre / Research Group:	Faculty of Business > Department of Human Resources & Organisational Behaviour
Related URLs:	Publisher
Last Modified:	14 Oct 2016 09:24
URI:	http://gala.gre.ac.uk/id/eprint/10045

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