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Related Experiment Videos

Building a leadership brand.

Dave Ulrich1, Norm Smallwood

  • 1RBL Group, Provo, Utah, USA. dou@umich.edu

Harvard Business Review
|July 24, 2007
PubMed
Summary
This summary is machine-generated.

Firms build a pipeline of excellent managers by developing an organizational leadership brand. This "outside-in" approach links customer expectations to required management skills, creating trusted leaders.

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Area of Science:

  • Organizational Psychology
  • Human Resource Management
  • Business Strategy

Background:

  • Many organizations focus on individual skill development for leadership.
  • This approach often fails to create a sustainable pipeline of excellent managers.
  • An alternative strategy involves building broader organizational leadership capability.

Purpose of the Study:

  • To explore how some firms consistently produce excellent managers.
  • To define and examine the concept of a "leadership brand."
  • To identify strategies employed by companies with strong leadership capabilities.

Main Methods:

  • Analysis of 150 companies with strong leadership capabilities.
  • Examination of the "outside-in" approach to executive development.

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  • Identification of five key strategies for building leadership brands.

    • Main Results:

    • Companies with leadership brands link customer expectations to management skills.
    • Key strategies include mastering leadership basics, internalizing customer expectations, incorporating feedback, customer-involved skill development, and long-term tracking.
    • These firms develop a reputation for high-quality, trusted leaders.

    Conclusions:

    • Building a leadership brand creates a sustainable source of excellent managers.
    • This approach fosters trust and ensures delivery on company promises.
    • Strong leadership brands can lead to companies becoming "leader feeders."