The UNC Leadership Survey 2012: Women in Business explores how companies attract, develop, and recruit women. Survey respondents included talent management professionals from all over the world.
This document discusses various topics related to leadership, including:
1. It defines leadership as the ability to inspire confidence and support among people to achieve organizational goals. Effective leadership requires a partnership between leaders and followers based on shared purpose, accountability, and honesty.
2. Research shows that transactional leadership has little impact on performance while charismatic and transformational leadership can positively impact performance, especially in uncertain environments.
3. Leadership qualities include traits, motives, roles, and characteristics. Effective followers also demonstrate traits like self-management, commitment, competence, courage, and critical thinking.
4. Theories of leadership include trait, behavioral, contingency, path-goal, leader-member exchange, and
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentPatrick Zientara
The document discusses the challenges of leading virtual teams where employees work remotely in different locations. It notes that while technology enables remote work, building trust and effective communication is difficult without face-to-face interaction. Surveys found that while executives see boundary-spanning as important for leadership, most feel ineffective at it. Leading virtual teams requires mastering traditional leadership skills as well as techniques for spanning distances. The framework emphasizes building group cohesion and individual commitment by supporting autonomy, relatedness, and competence.
ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJEnkeleda Kapllanaj
This document provides an overview of leadership topics including:
- Definitions of leadership and the task of developing leadership skills.
- Critical elements for an effective leadership development plan including feedback, understanding one's style, and targeted training.
- Common challenges modern leaders face such as increased travel, globalization, and changing workforce demographics.
- How leadership effectiveness can be reduced by behaviors like dominance and lack of emphasis on relationships.
- Statistics on the benefits of leadership coaching for both executives and their organizations.
- Evidence-based best practices leaders can use to boost morale and performance like removing low performers and accentuating the positive.
- The role of leaders in creating vision, urgency, values and culture within
The document summarizes an upcoming leadership development workshop called "The Extraordinary Leader". It discusses research showing dramatic performance differences between weak and strong leaders, and presents a strengths-based framework for helping individuals improve leadership effectiveness. The workshop uses a 360-degree feedback tool and focuses on developing three of a leader's existing strengths to significantly boost performance.
The document describes Zenger Folkman's strengths-based leadership development system called The Extraordinary Leader Workshop. It highlights research showing that building on existing strengths is 3 times more effective for leadership development than fixing weaknesses. The workshop uses a 360-degree assessment to help participants understand their leadership competencies and develop an individualized plan to magnify their strengths. Participants gain insights to improve performance and engagement for themselves and their teams.
Whether you want to increase employee engagement or boost profitability, great leadership in an organization matters. Leaders are the primary factor behind employee commitment and productivity. Further, these factors impact a company's bottom-line, meaning leadership, good or bad, can drastically affect the success of an organization.
Yes I belong here ! Carving a strengths-Path By Krishnan UnniKrishnan Unni .
Great managers recognize that those who are different from them may have different strengths rather than incompetencies. They leverage these diverse strengths for high team performance. Specifically, managers should identify individual strengths, focus on developing them, and build strength-based teams from selection and opportunities. There is a need for managers to shift from trying to fix weaknesses to amplifying existing talents.
The document discusses applying the Rocket Model to virtual teams. It recommends that virtual team leaders: 1) hold an initial face-to-face meeting to set expectations; 2) be patient as virtual teams take longer to develop norms and cohesion; and 3) address unique issues such as clarifying context, roles, and accountability to build an effective virtual team. The Rocket Model provides guidance on team development, and its exercises can be adapted to diagnose and improve virtual team performance.
This document discusses various topics related to leadership, including:
1. It defines leadership as the ability to inspire confidence and support among people to achieve organizational goals. Effective leadership requires a partnership between leaders and followers based on shared purpose, accountability, and honesty.
2. Research shows that transactional leadership has little impact on performance while charismatic and transformational leadership can positively impact performance, especially in uncertain environments.
3. Leadership qualities include traits, motives, roles, and characteristics. Effective followers also demonstrate traits like self-management, commitment, competence, courage, and critical thinking.
4. Theories of leadership include trait, behavioral, contingency, path-goal, leader-member exchange, and
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentPatrick Zientara
The document discusses the challenges of leading virtual teams where employees work remotely in different locations. It notes that while technology enables remote work, building trust and effective communication is difficult without face-to-face interaction. Surveys found that while executives see boundary-spanning as important for leadership, most feel ineffective at it. Leading virtual teams requires mastering traditional leadership skills as well as techniques for spanning distances. The framework emphasizes building group cohesion and individual commitment by supporting autonomy, relatedness, and competence.
ORGANIZATIONAL BEHAVIOUR& LEADERSHIP BY Enkeleda KAPLLANAJEnkeleda Kapllanaj
This document provides an overview of leadership topics including:
- Definitions of leadership and the task of developing leadership skills.
- Critical elements for an effective leadership development plan including feedback, understanding one's style, and targeted training.
- Common challenges modern leaders face such as increased travel, globalization, and changing workforce demographics.
- How leadership effectiveness can be reduced by behaviors like dominance and lack of emphasis on relationships.
- Statistics on the benefits of leadership coaching for both executives and their organizations.
- Evidence-based best practices leaders can use to boost morale and performance like removing low performers and accentuating the positive.
- The role of leaders in creating vision, urgency, values and culture within
The document summarizes an upcoming leadership development workshop called "The Extraordinary Leader". It discusses research showing dramatic performance differences between weak and strong leaders, and presents a strengths-based framework for helping individuals improve leadership effectiveness. The workshop uses a 360-degree feedback tool and focuses on developing three of a leader's existing strengths to significantly boost performance.
The document describes Zenger Folkman's strengths-based leadership development system called The Extraordinary Leader Workshop. It highlights research showing that building on existing strengths is 3 times more effective for leadership development than fixing weaknesses. The workshop uses a 360-degree assessment to help participants understand their leadership competencies and develop an individualized plan to magnify their strengths. Participants gain insights to improve performance and engagement for themselves and their teams.
Whether you want to increase employee engagement or boost profitability, great leadership in an organization matters. Leaders are the primary factor behind employee commitment and productivity. Further, these factors impact a company's bottom-line, meaning leadership, good or bad, can drastically affect the success of an organization.
Yes I belong here ! Carving a strengths-Path By Krishnan UnniKrishnan Unni .
Great managers recognize that those who are different from them may have different strengths rather than incompetencies. They leverage these diverse strengths for high team performance. Specifically, managers should identify individual strengths, focus on developing them, and build strength-based teams from selection and opportunities. There is a need for managers to shift from trying to fix weaknesses to amplifying existing talents.
The document discusses applying the Rocket Model to virtual teams. It recommends that virtual team leaders: 1) hold an initial face-to-face meeting to set expectations; 2) be patient as virtual teams take longer to develop norms and cohesion; and 3) address unique issues such as clarifying context, roles, and accountability to build an effective virtual team. The Rocket Model provides guidance on team development, and its exercises can be adapted to diagnose and improve virtual team performance.
This document provides feedback from a team assessment survey completed by 17 raters on the Retail Brand Leadership Team. It analyzes the team's performance based on the "Rocket Model", which identifies key components of high-performing teams: Context, Mission, Talent, Norms, Buy-In, Power, and Morale. For each component, the team's performance is rated on a scale of 1 to 5. The report identifies areas of strength and opportunities for improvement for enhancing team effectiveness.
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 14, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDFSteve Donnelly
This document provides an individual score report for Steve Donnelly assessing his leadership potential for a senior level leadership role. The report finds that Steve's leadership interests, experience, and styles are well-aligned with successful senior leaders. While no immediate development needs are identified, the report recommends Steve focus on further developing his collective orientation and preparing for the increased visibility of a senior role. Overall, the results suggest Steve is well-positioned for an effective transition to senior level leadership.
The future of leadership for conscious capitalismHanne Lindblad
The document discusses the need for a new type of leadership to address today's complex challenges and enable large-scale Conscious Capitalism. Most leaders today have a gap between the complexity of problems they face and their own mental complexity, limiting their effectiveness. Vertical learning is presented as a way to significantly increase leaders' mental complexity and emotional intelligence, allowing them to better navigate uncertainty and complexity. Leaders who have undergone significant vertical learning have demonstrated an ability to generate major organizational transformation. The document concludes by outlining practices for accelerating vertical learning.
Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.
This document discusses why the leadership development industry is failing and proposes solutions. It argues that leadership is often poorly defined, focusing on competencies that prioritize career advancement over building teams and achieving results. As a result, the wrong people often attend leadership programs. It proposes adopting a simple definition of leadership as the ability to build teams and achieve results. It also recommends only interviewing proven high-performing leaders when developing competency models, and making the ability to build teams and achieve results explicit in models. The document contends that addressing these issues around definition, selection, content, delivery, purpose, and evaluation of programs could improve returns on leadership development spending.
Organizational Network Analysis provides insights into how teams and organizations work together through mapping the informal networks between employees. It identifies experts, influencers, and best collaborators. This helps organizations discover where knowledge resides, make better personnel decisions, increase collaboration, and align culture with business goals. Network Analysis makes an organization's invisible intellectual capital visible by mapping how information and work flows between people.
- The document discusses high-performance teams and how to develop them. It presents the S.C.O.R.E. framework for developing high-performance teams, which stands for strategy and purpose, clearly defined roles and responsibilities, open communication, rapid response to change, and effective leadership.
- It provides a case study of how a dysfunctional IT project team was transformed into a high-performing team using the S.C.O.R.E. framework, which resulted in improved project delivery and customer satisfaction.
- Developing high-performance teams requires focusing on synergistic characteristics like those defined in the S.C.O.R.E. framework in order to achieve results greater than the
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
Strategic HR: Expanding the Power of Personality AssessmentsHuman Capital Media
Many view the usefulness of personality assessment as limited to analyzing individuals or team dynamics. At organizational and cultural levels, however, personality assessment can be a powerful predictor of future strengths, opportunities and challenges.
This webinar will explore the ways in which personality assessment can drive effective strategic decisions, and will include case studies demonstrating how data can be analyzed and interpreted, and the insights that can be gained from a broader approach to analysis.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
The study found that current leadership skills are insufficient to meet today's organizational needs. Leaders lack the skills in the areas identified as most critical, including inspiring commitment, strategic planning, leading people, resourcefulness, and employee development. While resourcefulness is considered a top leadership skill, the other critical skills are not adequately demonstrated based on what is needed for effective leadership currently. Additionally, today's leadership capacity is insufficient to meet future leadership requirements, indicating a leadership gap exists both currently and when looking ahead.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
Mission Critical Perspectives from the Executive Suitejeffyip
1. Boundary spanning leadership is an important capability across all levels of leadership. When asked about the importance of working across boundaries, 97% of senior executives cited it as important at the senior executive level, 91% at the middle management level, and 43% at the entry level.
2. There is a mission critical gap in the ability of leadership to work across boundaries. When asked to rate managers in their organization, only 53% agreed that their peer group of senior executives were effective in working across boundaries.
3. Horizontal boundaries pose the greatest challenge to senior executives. When respondents described their challenge in working across boundaries, horizontal boundaries (of function and expertise) proved the most frequent challenge.
This document provides an overview of transformational leadership and discusses strategies for embedding it in organizations. It begins by defining transformational leadership and its four key components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It then discusses the importance of leadership in driving motivation, reducing stress, and improving performance. The document also challenges some common myths about leadership and argues that transformational leadership is more effective than transactional leadership. Finally, it offers tools like questionnaires that can help organizations assess their leadership and determine areas for improvement.
This chapter discusses leadership styles and theories. It defines leadership as influencing others to achieve objectives. There are several perspectives on leadership, including competency, behavior, contingency, and transformational. Contingency theories like path-goal and Fiedler's model suggest the best leadership style depends on situational factors. Transformational leadership involves creating and communicating a vision to build commitment, while transactional leadership focuses on rewarding performance. The chapter also examines gender differences in leadership and debates about the importance of leadership.
Leadership Development IIR conference Dubai October 2013dingeman
The presentation shows the main elements of the integrated model for leadership development in international companies, as well as a snapshot of the audit of three international companies.
Leadership Development: A Facts Based Approach to Improve Your Process, Mark ...The HR Observer
Developing leaders for the future of our companies seems something all companies are compelled to do. Though that might be the case, in his research Mark found that most companies are far away from a professional development of their leaders. In this presentation Mark will give an overview of his findings, based on an integrated model of how to develop leaders. He supports this with handouts of an audit model that allows you to review your company’s leadership development process. With the knowledge shared and the handout, you are able to make a first review of your own process and work towards further improvements.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Nearly Two-Thirds of CEOs Do Not Receive Outside Leadership Advice – But Nearly All Want It.
“Lonely at the top” resonates for most CEOs.
STANFORD, CA – July 31, 2013 – “It’s lonely at the top” appears to be truer than ever, according to a new study conducted by the Center for Leadership Development and Research at Stanford Graduate School of Business, Stanford University’s Rock Center for Corporate Governance, and The Miles Group. Nearly two-thirds of CEOs do not receive coaching or leadership advice from outside consultants or coaches, and almost half of senior executives are not receiving any either, the survey reveals.
This document provides feedback from a team assessment survey completed by 17 raters on the Retail Brand Leadership Team. It analyzes the team's performance based on the "Rocket Model", which identifies key components of high-performing teams: Context, Mission, Talent, Norms, Buy-In, Power, and Morale. For each component, the team's performance is rated on a scale of 1 to 5. The report identifies areas of strength and opportunities for improvement for enhancing team effectiveness.
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 14, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDFSteve Donnelly
This document provides an individual score report for Steve Donnelly assessing his leadership potential for a senior level leadership role. The report finds that Steve's leadership interests, experience, and styles are well-aligned with successful senior leaders. While no immediate development needs are identified, the report recommends Steve focus on further developing his collective orientation and preparing for the increased visibility of a senior role. Overall, the results suggest Steve is well-positioned for an effective transition to senior level leadership.
The future of leadership for conscious capitalismHanne Lindblad
The document discusses the need for a new type of leadership to address today's complex challenges and enable large-scale Conscious Capitalism. Most leaders today have a gap between the complexity of problems they face and their own mental complexity, limiting their effectiveness. Vertical learning is presented as a way to significantly increase leaders' mental complexity and emotional intelligence, allowing them to better navigate uncertainty and complexity. Leaders who have undergone significant vertical learning have demonstrated an ability to generate major organizational transformation. The document concludes by outlining practices for accelerating vertical learning.
Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.
This document discusses why the leadership development industry is failing and proposes solutions. It argues that leadership is often poorly defined, focusing on competencies that prioritize career advancement over building teams and achieving results. As a result, the wrong people often attend leadership programs. It proposes adopting a simple definition of leadership as the ability to build teams and achieve results. It also recommends only interviewing proven high-performing leaders when developing competency models, and making the ability to build teams and achieve results explicit in models. The document contends that addressing these issues around definition, selection, content, delivery, purpose, and evaluation of programs could improve returns on leadership development spending.
Organizational Network Analysis provides insights into how teams and organizations work together through mapping the informal networks between employees. It identifies experts, influencers, and best collaborators. This helps organizations discover where knowledge resides, make better personnel decisions, increase collaboration, and align culture with business goals. Network Analysis makes an organization's invisible intellectual capital visible by mapping how information and work flows between people.
- The document discusses high-performance teams and how to develop them. It presents the S.C.O.R.E. framework for developing high-performance teams, which stands for strategy and purpose, clearly defined roles and responsibilities, open communication, rapid response to change, and effective leadership.
- It provides a case study of how a dysfunctional IT project team was transformed into a high-performing team using the S.C.O.R.E. framework, which resulted in improved project delivery and customer satisfaction.
- Developing high-performance teams requires focusing on synergistic characteristics like those defined in the S.C.O.R.E. framework in order to achieve results greater than the
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
Strategic HR: Expanding the Power of Personality AssessmentsHuman Capital Media
Many view the usefulness of personality assessment as limited to analyzing individuals or team dynamics. At organizational and cultural levels, however, personality assessment can be a powerful predictor of future strengths, opportunities and challenges.
This webinar will explore the ways in which personality assessment can drive effective strategic decisions, and will include case studies demonstrating how data can be analyzed and interpreted, and the insights that can be gained from a broader approach to analysis.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
The study found that current leadership skills are insufficient to meet today's organizational needs. Leaders lack the skills in the areas identified as most critical, including inspiring commitment, strategic planning, leading people, resourcefulness, and employee development. While resourcefulness is considered a top leadership skill, the other critical skills are not adequately demonstrated based on what is needed for effective leadership currently. Additionally, today's leadership capacity is insufficient to meet future leadership requirements, indicating a leadership gap exists both currently and when looking ahead.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
Mission Critical Perspectives from the Executive Suitejeffyip
1. Boundary spanning leadership is an important capability across all levels of leadership. When asked about the importance of working across boundaries, 97% of senior executives cited it as important at the senior executive level, 91% at the middle management level, and 43% at the entry level.
2. There is a mission critical gap in the ability of leadership to work across boundaries. When asked to rate managers in their organization, only 53% agreed that their peer group of senior executives were effective in working across boundaries.
3. Horizontal boundaries pose the greatest challenge to senior executives. When respondents described their challenge in working across boundaries, horizontal boundaries (of function and expertise) proved the most frequent challenge.
This document provides an overview of transformational leadership and discusses strategies for embedding it in organizations. It begins by defining transformational leadership and its four key components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. It then discusses the importance of leadership in driving motivation, reducing stress, and improving performance. The document also challenges some common myths about leadership and argues that transformational leadership is more effective than transactional leadership. Finally, it offers tools like questionnaires that can help organizations assess their leadership and determine areas for improvement.
This chapter discusses leadership styles and theories. It defines leadership as influencing others to achieve objectives. There are several perspectives on leadership, including competency, behavior, contingency, and transformational. Contingency theories like path-goal and Fiedler's model suggest the best leadership style depends on situational factors. Transformational leadership involves creating and communicating a vision to build commitment, while transactional leadership focuses on rewarding performance. The chapter also examines gender differences in leadership and debates about the importance of leadership.
Leadership Development IIR conference Dubai October 2013dingeman
The presentation shows the main elements of the integrated model for leadership development in international companies, as well as a snapshot of the audit of three international companies.
Leadership Development: A Facts Based Approach to Improve Your Process, Mark ...The HR Observer
Developing leaders for the future of our companies seems something all companies are compelled to do. Though that might be the case, in his research Mark found that most companies are far away from a professional development of their leaders. In this presentation Mark will give an overview of his findings, based on an integrated model of how to develop leaders. He supports this with handouts of an audit model that allows you to review your company’s leadership development process. With the knowledge shared and the handout, you are able to make a first review of your own process and work towards further improvements.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Nearly Two-Thirds of CEOs Do Not Receive Outside Leadership Advice – But Nearly All Want It.
“Lonely at the top” resonates for most CEOs.
STANFORD, CA – July 31, 2013 – “It’s lonely at the top” appears to be truer than ever, according to a new study conducted by the Center for Leadership Development and Research at Stanford Graduate School of Business, Stanford University’s Rock Center for Corporate Governance, and The Miles Group. Nearly two-thirds of CEOs do not receive coaching or leadership advice from outside consultants or coaches, and almost half of senior executives are not receiving any either, the survey reveals.
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
This document outlines six best practices for developing leaders that differentiate top companies from others: 1) CEO and board lead development efforts; 2) conduct comprehensive leadership assessments; 3) provide customized internal training with leaders as teachers; 4) integrate job assignments to accelerate development; 5) measure development efforts and hold leaders accountable; and 6) promote their leadership brand to stakeholders. Top companies are more likely to engage in these practices, such as spending more time on development by leadership, using varied assessments aligned with competencies, and rewarding leaders for developing talent.
IGI-AIM Personal Branding Survey Report Jon Michail
- 93% of respondents said personal branding skills are necessary to be an effective manager. Support is highest among CEOs and lowest among team members.
- Over 1/3 of respondents rated their personal brand as average or below. 27% of senior managers also rated themselves average or below.
- 32% of respondents rated their CEO's personal branding skills as average or below.
- The top 5 personal branding skills seen as advantageous for career development are negotiation, networking, leadership development, presentation skills, and creative thinking. Sales and customer service ranked last.
Frontline leaders are often average in their performance and development. This has negative implications for organizations, including loss of productivity, engagement, and profitability. There are two main reasons for this:
1. The selection of frontline leaders is often left more to chance than a deliberate process, relying too heavily on manager recommendations rather than validated tools like simulations, tests, and behavioral interviews.
2. Interpersonal skills are the most common reason frontline leaders fail, as developing these skills is often overlooked in leadership development.
Organizations that use validated selection tools and prioritize interpersonal skills development have stronger leadership pipelines and report their frontline leaders as more capable and confident. However, most organizations are only doing an
CHAPTER 13
SOUTHERN COMPANY
JIM GREENE
A robust leadership development and succession planning process that uses leadership performance standards and competencies to identify successors and high-potential individuals, and target development.
• Introduction
• Background
• Initial Improvements
• The Leadership Action Council
• Competency Model
• Leadership Assessment
• Succession Planning
• Identification of Potential Successors and High-Potential Individuals
• Assessment of the Talent
• Review of Individuals
• Leadership Database
• Development Activities
• Senior Leader Development Program
• Emerging Leader Program
• Evaluation and Lessons Learned
• Evaluation
• Lessons Learned
INTRODUCTION
Having a steady supply of leaders with the right skills in the right jobs is critical to the success of an organization. Facing the possibility that a number of long-tenured leaders across all levels would soon retire, Southern Company enhanced its succession planning and leadership development processes to ensure a full leadership pipeline to sustain business success. This chapter details these processes.
BACKGROUND
Southern Company is an electric utility serving 4.4 million customers in the southeastern United States. A leading U.S. producer of electricity, Southern Company owns electric utilities in four states and a growing competitive generation company, as well as fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability, and retail electric prices that are significantly below the national average. Southern Company has been listed as the top ranking U.S. electric service provider in customer satisfaction for nine consecutive years by the American Customer Satisfaction Index (ACSI). Southern Company employs approximately 26,000 people.
In 2003, America’s aging workforce began to receive a lot of attention and was viewed as a potential business challenge for Southern Company. A “grow your own” company, Southern Company historically hired at the entry level and relied on internal promotions rather than external hiring to fill leadership positions. In the late 1970s and 1980s, the company hired a large number of people. A low turnover rate resulted in the leadership group being very stable and growing progressively older. In 2003, the average age of executives was fifty-two. The average ages of middle managers and first-line managers were forty-nine and forty-seven, respectively. This age bubble posed a potential succession risk. Southern Company has developed a cadre of leaders who possessed deep business knowledge and fit the organization and culture. Projections showed that, as executives began to retire in greater numbers, their successors would leave soon after. The need to develop a new generation of leaders became the driver for re-looking at the succession and leadership development efforts to ensure a sustainable supply of quality leaders to meet business needs.
In early 2004, ...
The document discusses leadership talent challenges in India and potential solutions. It finds that 78% of HR decision-makers in India say it is difficult to fill leadership positions. The top reasons for this are unrealistic compensation expectations and a lack of soft skills. This leadership challenge is negatively impacting organizations' ability to meet client needs, employee engagement, innovation and other key areas. Succession planning is the most commonly used strategy to address this, though it is not always the most impactful. The document provides recommendations for organizations to identify and build leadership talent pipelines, such as aligning talent strategies with business strategies and using data to broaden talent searches.
According to the document, there are seven key leadership development trends:
1) Complexity is increasing and uncertainty is high, requiring leaders to build context agility.
2) The talent shortage is intensifying globally due to economic growth and other factors.
3) Investment in first-line leadership development has tripled in recent years.
4) The four most important leadership skills are people-leadership abilities.
5) Employee engagement is a growing concern given low engagement levels.
6) Leadership is becoming more collective and less individual.
7) Intensive "boot-camp" style training is becoming less effective given time constraints.
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
This document discusses forced ranking and performance management. It provides details on a knowledge seminar submitted by group C9 including names and student numbers. It then summarizes Jack Welch's forced ranking method of categorizing employees into top 20%, middle 70% and bottom 10% groups. The document discusses debates around the ethics of forced ranking and provides perspectives on how it can be a useful tool when used appropriately and periodically to supplement traditional performance reviews. It notes challenges that can arise and provides suggestions on training managers, criteria for rankings, communication and using results for talent development.
This document discusses competencies that are important for executive success based on research. It finds that the top predictors of promotion for managers and executives are relationships, learning ability, and motivation/energy. Relationships and failure to deliver results are the most common reasons executives get fired. Price-of-admission competencies like strategic thinking, energy, and interpersonal skills are necessary to get an interview, while competitive-edge competencies like creativity and managing vision help candidates get job offers. The document also outlines how companies assess candidates through structured interviews, cognitive/personality tests, and provides tips for candidates to prepare.
- The document discusses the importance of leadership and outlines research showing that highly effective leaders have significant positive impacts such as lower employee turnover, higher customer satisfaction and net income.
- It emphasizes that leaders do not need to be perfect across all skills but should focus on developing their key strengths, getting feedback, and practicing leadership skills.
- Building self-awareness, strengthening a few key competencies, and leveraging strengths can allow anyone to become an extraordinary leader according to the research presented.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
1) Leadership derailment occurs when high-potential leaders fail to meet expectations and are demoted or plateau, costing organizations significantly.
2) Research identifies behaviors that typically cause derailment, like an overfocus on self or rules rather than strategy, communication, and empathy.
3) Leaders can avoid derailment by developing self-awareness, openness to learning, and addressing motivations and skills through coaching.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
Similar to UNC Leadership Survey 2012: Women in Business (20)
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
An effective learning environment balances several key elements. Here’s how we’re accomplishing these in an online environment:
World-class faculty combining relevant, deep expertise with immediate application.
Active engagement between participants to leverage their experiences.
Experiential learning to put new frameworks into action and practice working in teams.
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
This document discusses building resilience in organizational cultures. It begins by noting that only 35% of employees feel engaged according to a 2012 study, and resilience has become a priority for organizations. The document then explores why resilience is important for organizations, defines resilience, and discusses how to develop resilient cultures. It provides examples of companies that have implemented resilience initiatives with benefits like increased productivity and engagement. Finally, it offers steps for HR professionals to introduce resilience, such as obtaining leadership support, building secure work communities, empowering employees, and having leaders lead by example.
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This document discusses how new technologies are changing learning and development delivery. It notes that workforces are becoming more global and multigenerational. Emerging technologies like mobility, telecommuting, social media, and on-demand access are impacting the workplace and e-learning environment. Learning is shifting towards blended, mobile, social, and flipped models. Organizations must consider how to introduce new technologies while maintaining oversight, security, and engagement.
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain into a Bra...Kip Michael Kelly
As aging baby boomers reach retirement age over the next two decades, many organizations face a potential mass exodus of their senior leaders. While the economic downturn may have delayed retirement for many baby boomers, these valued employees will retire eventually, taking with them a lifetime of knowledge and skills that are difficult, if not impossible, to replace. This paper discusses the five steps you should take now to avoid the baby boomer brain drain and create a brain trust.
Leadership Agility: Using Improv to Build Critical SkillsKip Michael Kelly
This white paper: Defines what improv is (and isn’t) Outlines the rules of improv and discusses how these rules apply to your organization Examines how improv can be used to develop specific skills and behaviors and build agile business leaders Offers examples of how organizations are using improv to effectively develop talent Provides practical ways you can introduce improv in your organization
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This white paper: Explores the growth of electronically-delivered L&D. Reviews the motivators that are fueling that growth. Reviews and defines some of the terminology emerging in the field, including computer-based collaborative learning, mobile learning, global learning, and the use of social media in learning. Introduces technical trends in the e-learning environment that HR and talent managers should monitor for use in their organizations. Offers steps L&D professionals can take to introduce these emerging technologies into their organizations. Provides several examples of how HR and talent management teams have applied these technologies in their organizations.
Embracing Open–Book Management to Fuel Employee Engagement and Corporate Sust...Kip Michael Kelly
When John Case and Jack Stack first introduced the concept of open-book management more than 30 years ago, the intent was to unleash the entrepreneur in every employee and to spur them—and their organizations—to better performance. Since then, countless organizations have opened their books and engaged their employees in understanding the critical numbers with positive results to their bottom lines. Although the original goals of open-book management were improved profitability and productivity, organizations have realized other benefits from the practice. These benefits include improved employee satisfaction, engagement, retention, motivation, innovation and corporate sustainability. This white paper: Examines open-book management and the benefits of applying its principles to improve employee satisfaction, engagement, retention, motivation, innovation and corporate sustainability.Explores how open-book management practices are well-suited to help achieve corporate sustainability goals. Outlines steps HR and talent management professionals can take to ensure the application of those practices in their own organizations.
The Recruiting Revolution: How Technology is Transforming Talent AcquisitionKip Michael Kelly
We are living through an exciting era in technology development—the emergence of interactive, social media and virtual technologies whose business applications are not yet fully realized. While marketing professionals have been quick to embrace the potential of these technologies for product placement, branding and sales, HR and talent management professionals have approached them with a little more caution as they explore how interactive, social media and virtual world technologies can be effectively applied to attract talent to their organizations. This white paper: Identifies some of the major players in social media and describes their main features;Examines the pros and cons of using social media, simulations and virtual world technologies to expand talent pools and to identify good job candidates;Explores how leading organizations are using these technologies in their HR practices, and;Provides HR and talent management professionals with information they can use to help them incorporate social media and virtual technologies into their organizations’ hiring practices.
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee...Kip Michael Kelly
Problem employees are the bane of everyone’s existence in an organization. They cause productivity to plummet and damage morale. Because few people enjoy conflict, managers often go to extremes to avoid addressing the problem behavior. It seems inevitable that it winds up in the HR department. Unfortunately, by the time it does, the damage has already been done and the clean-up can take months. This white paper will show HR and talent managers how to use coaching skills to help managers handle problem employee behavior and reduce the workplace costs associated with problem employees.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
The business world has become volatile, uncertain, complex and ambiguous (VUCA). It is the "new normal."For organizations to succeed in this VUCA environment, HR and talent management professionals must change the focus and methods of leadership development. This UNC Executive Development white paper is designed to support HR and talent management professionals in addressing that shift. Specifically, it:• Discusses the history of VUCA and how it applies to business strategy and development.• Explores how VUCA is relevant to leadership development.• Discusses how vision, understanding, clarity, and agility (VUCA Prime) provide a path forward in this environment.• Offers suggestions on what HR and talent managers must do to change their leadership development approach.Download this white paper today to see how your organization can adapt and thrive in the new normal.
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
Do you believe that your organization is developing the talent it needs to reach business objectives and meet future challenges? If not, you are not alone. This white paper will show you how successful succession plans are more than filling out forms. They are real, living programs that combine learning and development opportunities and experiential learning to prepare leaders at all levels for tomorrow’s business challenges.If you, as a learning and development professional, don’t have succession planning on your radar, you should.
Unlocking the Potential of On-Demand Learning in the WorkplaceKip Michael Kelly
Today‘s E-learning takes what worked from earlier versions of distance learning (such as video conferencing) and combines it with new Web technologies, to provide richer, more dynamic learning experiences than ever before.This white paper will discuss the evolution of online, on-demand learning and what to look for when designing or purchasing E-learning programs for your organization. Through case examples, it will also provide training and development professionals with ideas about how to apply on-demand learning in their workplaces to meet strategic objectives and succeed in today‘s fast-paced global marketplace.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
1. UNC Leadership Survey 2012: Women in Business
Quantitative Report
UNC Kenan-Flagler Business School
Executive Development
2. Table of Contents
Introduction 3
How to Read This Report 4
Key Findings 5
Section A: Current Organizational Climate 8
Section B: Development of Women Leaders 15
Section C: Demographics 29
UNC Kenan-Flagler Business School 30
UNC Executive Development 31
Contact Information 32
2012 UNC Leadership Survey
Proprietary & Confidential
3. Introduction Methodology
Objectives • The questionnaire was developed by Percept
This study was conducted to gain feedback from senior Research and the University of North Carolina
business leaders on: Kenan-Flagler Business School.
• The development, career progress, work/life • The survey was administered via a web survey
balance, mentoring, and organizational support for hosted by Percept Research.
women in the workplace; • Percept Research processed all completed
• The current presence of women in leadership roles; questionnaires, tabulated data, and developed
• The effectiveness of recruiting, retaining, and graphical presentation of results.
developing women executives; Segmentation
• The importance of key performance metrics and • This report provides comparative analysis of the
how women leaders perform in these areas; and following segments of interest. All questions
• Perceived barriers to the advancement of women displayed in this report were mandatory with the
into leadership roles. following number (N) of completed interviews.
Total 925
Invites Response Male 181
Completes
Sent Rate *
Female 744
Total 69,326 925 1.33%
Talent Developers 631
Domestic Talent
35,333 856 2.42%
Development Managers Non-Talent Developers 294
C-suite Executive 21,956 50 0.23%
Title: C-Level 130
International Talent
12,037 19 0.16% 206
Development Managers Title: Vice President
*Response Rate calculation does not take into account emails Title: Director 300
returned as ‘undeliverable’ or ‘out of office’
Fielding Overview Title: Manager 185
• Fielding Started: 02/07/2012
• Fielding Completed: 02/24/2012 Title: Other 84
4. How to Read this Report
Bar Charts Graphical Report
• Overall ratings and data are presented in Segmentation is based on results to survey
bar charts as means. Unless otherwise questions:
noted, all responses are based on a 0-5
scale. • Male vs. Female: categorization based
• Typically 0-1 is considered a poor rating on response to question C1 ‘What is
while 4-5 is considered a high rating your gender? ‘
based on a 0-5 scale. • Talent Development Managers vs. Non
• Response options are displayed in order Talent Development Managers:
of decreasing mean rating for easier categorization based on response to
interpretation in the bar charts. question C5 ‘Are you in a talent
development function (e.g., HR,
leadership development, human capital)
in your organization?’
• Title: categorization based on response
to question C4 ‘Which of the following
best describes your title in your
company?’
6. Key Findings
• Respondents perceive a positive trend in the number of women holding senior leadership positions (see
slide 9). Approximately half (48%) stated the number has increased over the past five years while 15%
believe it has decreased. There is a correlation between level in organization and perception of the
increase of women in leadership positions. Sixty percent of C-Suite Executives reported an increase over
the last five years compared to 38% of Managers. When asked how the number of women holding
senior leadership positions will change in the next five years the answers become less clear. While 40%
of respondents believe the number will increase, 28% believe it will stay the same, and 30% don’t know if
it will decrease, increase, or stay the same (slide 10). Men have a more positive outlook than their female
counterparts. Nearly two-thirds (65%) of male respondents believe the number of women in leadership
positions has increased over the past 5 years and 57% believe the number will continue to increase over
the next 5 years. This is significantly higher than the 44% and 36%, respectively, reported by female
respondents.
• Only eleven percent of respondents believe their organizations are extremely effective in recruiting
women executives while fourteen percent stated their companies were not at all effective (slide 11). The
more senior the respondent the more positive the view on their company’s recruiting efforts. Over half
(53%) of C-Suite Executives selected extremely or moderately effective compared to 28% of Managers.
It should be noted that the majority of C-Suite Executives in this study were female (69%), so the gender
and title comparisons can be viewed separately. Once women achieve these senior levels, companies
are doing an effective job with retention. Fifty-seven percent of respondents believe their companies are
extremely effective or moderately effective in retaining women executives (slide 12). Men believe their
companies are more effective in retaining woman than women. While 73% of men believe their company
is extremely or moderately effective only 52% of women feel similarly.
7. Key Findings Continued
• Companies continue to create an organizational climate that is doing a moderate job in its support of the
development of women’s leaders. Over one-third (38%) of the respondents indicated the organizational
climate at their companies moderately encourage the development of women leaders (slide14). This is
similar to the 2010 Study by Mercer that found 43% of their respondents stating the same level of support
(from their 2010 “Women’s Leadership Development Survey”). Slightly more respondents in the current
study selected ‘to a small extent’ (28%) than ‘to a great extent’ (22%). As with the previous findings, men
and C-Suite Executives have a more positive opinion of the support systems available to women
executives.
• Comparative analysis of public to private companies and company size did not yield any actionable
statistical differences.
9. Section A: Current Organizational Climate
How has the number of women holding senior leadership positions in your company changed in the past 5 years? (A1)
100% 100%
Males Females Total Talent Dev Non Talent Dev
80% 80%
65%
60% 60%
44%
48% 48% 50%
36% 34% 35% 34%
40% 40%
27%
17% 15% 15% 15%
20% 20%
7%
1% 3% 2% 3% 2%
0% 0%
Decreased Stayed the Increased Don’t know Decreased Stayed the Increased Don’t know
same same
• Overall, respondents indicated the number of 100%
C-Suite Exec VP Director Manager Other
women holding senior leadership positions
within their company has increased over the 80%
past five years.
60%
60% 52%
• Gender: Significantly more men (65%) than 48% 48%
women (44%) indicated an increase in the 39%37% 38%
40% 34%32%
number of women holding leadership positions 29%
within a company in the past five years.
17%17%
20% 11%14% 13%
• Title: Slightly more C-Suite Executives (60%) 5% 2%
0% 0% 3%
felt senior leadership positions held by women 0%
has increased over the past five years Decreased Stayed the same Increased Don’t know
compared to respondents holding other titles.
10. Section A: Current Organizational Climate
How will the number of women holding senior leadership positions in your company change in the next 5 years? (A2)
100% 100%
Public Private
Males Females Total
80% 80%
57% 60%
60%
40% 41% 40%
36% 40%
40% 33% 30% 31% 33%
29% 28% 27%
25%
22% 20%
20% 20%
1% 2% 2% 1% 3%
0% 0%
Decrease Stay the same Increase Don’t know Decrease Stay the same Increase Don’t know
• Overall, respondents predict positive changes with 100%
C-Suite Exec VP Director Manager Other
the number of women holding senior leadership
positions increasing within the next 5 years. 80%
• Gender: Men (57%) had a significantly stronger
outlook on the future of women holding leadership
positions within a company compared to women 60% 51%
(36%). 42%
• Title: Vice Presidents felt the most optimistic in 36%37%33% 38%39%
40% 33% 33%
terms of women holding senior leadership
24%27% 26%28%
positions within their company in the next 5 years. 21% 22%
• Results are similar for respondents working in 20%
publicly owned and privately owned companies. 2% 2% 2% 1% 0%
0%
Decrease Stay the same Increase Don’t know
11. Section A: Current Organizational Climate
How effective is your company in recruiting women executives? (A3)
17% Extremely effective 10%
Extremely effective 9% 11%
11%
36%
Moderately effective 27%
Moderately effective 24% 24%
26%
24% 25%
Somewhat effective 26% Somewhat effective
26% 26% Talent Dev
11% Males
Slightly effective 18% Non Talent Dev
Slightly effective 20%
20%
18% Females
7% 15%
Not at all effective 16% Total Not at all effective
14% 13%
5% 5%
Don’t know 5% Don’t know
5% 5%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
• Overall, these findings indicate that there
remains a significant need for more effective
C-Suite
recruitment strategies for women executives.
Exec VP Director Manager Other
• Gender: Males believe their companies are Extremely effective 18% 12% 8% 6% 13%
more effective in recruiting woman than
females. While 53% of men believe their Moderately effective 35% 22% 28% 22% 21%
company is extremely or moderately effective Somewhat effective 23% 26% 28% 20% 27%
only 33% of women feel similar.
Slightly effective 11% 22% 15% 24% 23%
• Title: There is a correlation between Not at all effective 6% 14% 16% 22% 8%
management level and belief in effectiveness
Don’t know 6% 4% 4% 6% 7%
of recruiting. Over half (53%) of C-Suite
Executives stated extremely or moderately
effective compared to 28% among managers.
12. Section A: Current Organizational Climate
How effective is your company in retaining women executives? (A4)
35% 26%
Extremely effective 22% Extremely effective
25% 22%
38% 33%
Moderately effective 30% Moderately effective
32% 29%
15% 23%
Somewhat effective 23% Somewhat effective
22% 20% Talent Dev
7% Males
11% Non Talent Dev
Slightly effective 15% Slightly effective
13% Females 18%
1% 5%
Not at all effective 6% Total Not at all effective
5% 6%
4% 2%
Don’t know 3% Don’t know
3% 5%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
• Overall, these findings indicate that companies
are doing an effective job in retaining women
executives. C-Suite
• Gender: Males believe their companies are Exec VP Director Manager Other
more effective in retaining woman than
Extremely effective 39% 30% 23% 14% 25%
females. While 73% of men believe their
company is extremely or moderately effective Moderately effective 29% 32% 33% 30% 30%
only 52% of women feel similar. Somewhat effective 18% 21% 22% 23% 24%
• Title: As with recruiting, there is a correlation
between management level and belief in Slightly effective 10% 12% 14% 18% 11%
effectiveness of retention. Over two-thirds Not at all effective 2% 3% 5% 11% 4%
(68%) of C-Suite Executives stated extremely
or moderately effective compared to 44% Don’t know 2% 2% 3% 4% 7%
among managers.
13. Section A: Current Organizational Climate
How effective is your company in the development of women executives? (A5)
15% Extremely effective 8%
Extremely effective 6% 7%
8%
37% 30%
Moderately effective 27% Moderately effective
29% 27%
25% 25%
Somewhat effective 24% Somewhat effective
24% 23%
Males Talent Dev
15% 21%
Slightly effective 22% Slightly effective Non Talent Dev
20% Females 19%
4% Total 14%
Not at all effective 19% Not at all effective
16% 20%
3% 1%
Don’t know 2% Don’t know
2% 4%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
• Men (52%) and C-Suite Executives (49%) C-Suite
feel their company has been extremely or Exec VP Director Manager Other
moderately effective in the development of
Extremely effective 11% 7% 7% 7% 8%
women executives.
Moderately effective 38% 31% 27% 23% 31%
• Note that Managers (26%), Non Talent Somewhat effective 22% 26% 28% 18% 24%
Development respondents (20%), and a
Slightly effective 18% 19% 21% 23% 15%
significant portion of women (19%) rated
their company as not at all effective in Not at all effective 8% 14% 15% 26% 18%
developing women executives compared to Don’t know 3% 2% 2% 2% 4%
other groups.
14. Section A: Current Organizational Climate
How well does the organizational climate at your company encourage the development of women leaders? (A6)
100% 100%
Males Females Total Talent Dev Non Talent Dev
80% 80%
60% 60%
45%
37% 38% 39% 40%
40% 32% 40% 31% 34%
28% 27%
22% 23% 21%
19%
20% 12% 10% 12% 20% 9% 11%
2% 3% 1% 1% 1% 3%
0% 0%
Not at all To a small To a To a great Don’t know Not at all To a small To a To a great Don’t know
extent moderate extent extent moderate extent
• Overall, these findings indicate that
extent extent
companies are doing a moderate job at
creating an organizational climate that
encourages the development of women C-Suite
leaders.
Exec VP Director Manager Other
• Gender: Not surprisingly, women have a
more tempered outlook on the development Not at all 6% 10% 9% 14% 7%
of women executives compared to men. To a small extent 17% 29% 30% 34% 26%
Women are more likely to select “to a small
extent” than “to a great extent.” To a moderate extent 41% 37% 38% 37% 39%
• Title: Individuals within the higher levels To a great extent 35% 23% 22% 13% 25%
organization are more likely to give their
Don’t know 2% 0% 1% 3% 2%
company higher marks in the development
of women leaders.
16. Section B: Development of Women Leaders
How important is the development of women leaders on your company’s strategic agenda? (B1)
100% 100%
Males Females Total Talent Dev Non Talent Dev
80% 80%
60% 52% 48% 60% 53%
46%
40% 31% 40%
25% 27% 23% 23% 25%
16% 18% 19% 15% 20%
20% 6%
10% 8% 9% 20% 7% 12%
1% 2% 3% 1%
0% 0%
Top 3 Top 10 On the Not on the Don’t Know Top 3 Top 10 On the Not on the Don’t Know
strategic strategic strategic strategic strategic strategic strategic strategic
agenda item agenda item agenda, agenda agenda item agenda item agenda, agenda
but not near but not near
the top the top
5%
• Overall, nearly half (48%) of respondents 2%
Top 3 strategic agenda item 2%
indicated that the development of women 1%
leaders within their company was not on the 1%
22%
strategic agenda. Very few respondents 19%
Top 10 strategic agenda item 16%
rated the development of women leaders as 17% C-Suite Exec
a top 3 strategic agenda item. 14%
21% VP
On the strategic agenda, 27%
• Gender: A significantly higher percentage 24% Manager
but not near the top 23%
of women (52%) felt the development of 19%
51% Director
women leaders was not a part of their 48%
organization’s strategic agenda compared to Not on the strategic agenda 49% Other
49%
men (31%). 43%
1%
4%
Don’t Know 9%
11%
23%
0% 20% 40% 60% 80% 100%
17. Section B: Development of Women Leaders
Which of the following best describes your company’s approach to the development of women leaders? (B2)
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
No initiatives or programs
46% 30% 50% 46% 48% 42% 45% 50% 50% 39%
targeted to the needs of women leaders
Offer some initiatives or programs 29% 37% 27% 30% 26% 29% 33% 27% 23% 36%
Offer a specific leadership program for women 10% 17% 8% 10% 8% 8% 9% 10% 10% 8%
Plan to offer some activities or
6% 4% 6% 6% 5% 5% 7% 7% 6% 4%
programs within the next 12 months
Don’t know 4% 7% 4% 3% 9% 5% 1% 2% 8% 8%
Other (please specify) 5% 4% 5% 5% 4% 10% 5% 4% 3% 5%
• Overall, the majority of respondents across This takeaway box refers to findings from
all groups felt their organization had no question B3 on the next slide.
initiatives in place to aid in developing • One half (50%) of respondent companies
women leaders and few plans in developing have deployed flexible work arrangements
activities within the next 12 months. within the last three years to identify, assess,
• Significantly more women (50%) than men retain and development women leaders.
(30%) indicated there were no initiatives or Other highly-selected options include
programs to develop women. programs to encourage female networking
• Of the 39% of respondents that stated there and role models, mentoring of junior women,
were initiatives or programs for women, a and CEO & senior executive oversight of
significantly lower percentage believe there gender diversity efforts.
is a specific leadership program (10%) • Conversely, approximately one quarter of
versus ‘some initiatives or programs’ (29%). companies (23%) have not undertaken any
efforts for women leaders.
18. Section B: Development of Women Leaders
In the past 3 years, which efforts, if any, has your company undertaken to identify, assess, retain, and
develop women leaders? Please select all that apply. (B3)
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
Flexible working arrangements 50% 55% 49% 52% 47% 61% 49% 50% 42% 51%
Programs to encourage female networking and role
38% 51% 35% 40% 33% 42% 40% 38% 33% 40%
models
Encouragement for senior executives to mentor junior
31% 46% 27% 33% 27% 45% 33% 30% 24% 25%
women
Oversight by CEO and the executive team of gender
25% 32% 24% 28% 19% 29% 32% 23% 22% 18%
diversity efforts
Assessing indicators of the company’s performance in
24% 33% 22% 28% 17% 28% 25% 23% 24% 20%
hiring, retaining, promoting, and developing women
Support programs and facilities to help reconcile work
23% 34% 20% 23% 23% 31% 23% 22% 16% 29%
and family life
Performance evaluation systems that neutralize the
18% 30% 15% 20% 14% 25% 21% 16% 14% 21%
impact of parental leaves or flexible work
Skill-building programs developed specifically at women 13% 22% 11% 14% 12% 15% 15% 13% 11% 10%
Programs to smooth transitions before, during, and
11% 22% 8% 12% 8% 19% 10% 7% 8% 17%
after parental leaves
Inclusion of gender diversity indicators in executives’
11% 20% 8% 11% 10% 12% 13% 7% 13% 12%
performance reviews
Gender-specific coaching programs 6% 12% 5% 7% 4% 11% 5% 6% 3% 4%
Gender quotas in hiring, retaining, promoting, or
6% 11% 5% 6% 5% 4% 6% 5% 6% 8%
developing women
Systematic requirement that at least one female
5% 8% 4% 5% 5% 5% 4% 5% 2% 6%
candidate be in each promotion pool
Other 4% 4% 4% 4% 3% 5% 4% 4% 4% 5%
No efforts undertaken for women leaders 23% 14% 25% 22% 27% 18% 23% 22% 29% 23%
19. Section B: Development of Women Leaders
If you have leadership programs for women in your organization, how effective are they? (B4)
100% 100%
Males Females Total Talent Dev Non Talent Dev
80% 80%
60% 57% 59%
60% 60% 52%
45%
40% 40%
21% 23% 22%
16% 17%
20%
7% 10% 9% 11% 13% 20% 14% 13% 13%
5% 3% 3% 10% 7%
0% 1% 1% 3% 3%
0% 3%
0% 0%
Not at all Slightly Somewhat Moderately Extremely Do not have Not at all Slightly effective Somewhat Moderately Extremely Do not have
effective effective effective effective effective leadership effective effective effective effective leadership
programs for programs for
women women
C-Suite
Exec VP Director Manager Other
Not at all effective 1% 1% 0% 2% 3%
• Overall, the majority of respondents stated
that their organizations do not have Slightly effective 8% 10% 11% 7% 8%
leadership programs for women. This was a Somewhat effective 17% 15% 18% 16% 16%
consistent trend across all segments. Of Moderately effective 17% 14% 10% 10% 23%
those that do have programs, they are most Extremely effective 5% 4% 3% 2% 3%
likely to be considered somewhat effective.
Do not have leadership
52% 56% 59% 62% 47%
programs for women
20. Section B: Development of Women Leaders
What are the biggest perceived barriers, if any, preventing women from advancing to the top management of
your company? Please select up to 3 barriers. (B5)
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
Lack of executive sponsor or mentor 37% 22% 41% 37% 37% 20% 42% 39% 41% 36%
Absence of women role models 29% 21% 31% 30% 27% 16% 30% 26% 39% 30%
Women not being in the pipeline long enough 27% 29% 26% 28% 24% 30% 28% 27% 28% 18%
Lack of significant general management/line
25% 23% 26% 25% 25% 25% 30% 24% 24% 23%
experience
Exclusion from informal communication networks 21% 8% 24% 20% 23% 9% 28% 21% 22% 19%
Requirement of a high level of availability for top
15% 7% 17% 14% 16% 13% 14% 17% 13% 14%
management
Lack of pro-family policies or support services (e.g.,
11% 5% 13% 13% 9% 4% 9% 12% 17% 13%
childcare, telecommuting)
Other (please specify) 13% 13% 13% 12% 15% 15% 12% 14% 11% 14%
No barriers exist at my company 16% 31% 13% 16% 16% 27% 13% 16% 11% 21%
• Only 16% of respondents believe there are
no barriers at their company. Significantly
more men (31%) than women (13%) believe
there are no barriers preventing women
from advancing.
• Significantly more C-Suite Executives
(27%) than lower level respondents (VP –
13%, Director – 16%, Manager – 11%)
perceive no barriers to advancement.
21. Section B: Development of Women Leaders
Please rate the current state of your organization’s talent pool for the following women leadership roles. (B6)
(Poor [1] = very small pool of women available for leadership roles, Excellent [5] = large pool of women available for leadership roles)
5 5
Males Females Total Talent Dev Non Talent Dev
4 3.6 3.5 3.6 4 3.6 3.5
3.0
2.7 2.8 3 2.8 2.8
3
2.3
1.9 2.0 2.0 2.0
2 2
1 1
0 0
Manager Senior Leader (VP, C-Suite Exec Manager Senior Leader (VP, C-Suite Exec
Director) Director)
2.1
• Respondents rated the talent pool for C-Suite Exec
women managers within their organization 1.9
the highest across the roles (Senior Leader
and C-Suite). These ratings, however, are
Senior leader 2.9 Private
still only slightly above the midpoint.
(VP, Director) 2.7
• Overall, respondents gave poor ratings for
having a small pool of women available for
C-Suite roles within the company. Public
• Respondents of both public and private 3.6
Manager
companies gave significantly higher ratings 3.5
for having a larger manager talent pool
compared to other leadership roles. 0 1 2 3 4 5
22. Section B: Development of Women Leaders
How would you rate your company’s performance on the following efforts to develop women leaders? (B7)
[5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
Retaining women once they reach leadership levels 2.9 3.4 2.8 2.9 2.8 3.5 3.0 2.8 2.6 3.0
Retaining women so that they reach leadership levels 2.7 3.3 2.5 2.7 2.6 3.3 2.8 2.6 2.3 2.7
Having enough women in the leadership pipeline 2.3 2.7 2.3 2.4 2.3 2.6 2.4 2.3 2.1 2.5
Having work-life programs that attract and retain
2.3 2.7 2.2 2.3 2.2 2.8 2.3 2.2 2.0 2.4
women
Accelerating the development of women with early-
2.2 2.7 2.1 2.3 2.2 2.6 2.2 2.2 2.1 2.3
career high potential
Having women develop the full range of skills necessary
2.2 2.8 2.1 2.3 2.2 2.7 2.2 2.2 2.0 2.3
for a senior leadership position
• All attributes are rated below the midpoint.
Respondents do not believe their company
is doing an effective job on any of these
attributes.
• Title: The higher the level in the company,
the higher the rating of company
performance on these attributes.
• Gender: Men give significantly higher
ratings than women.
23. Section B: Development of Women Leaders
How important are the following personal leadership competencies to business success? (B9)
[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
Communicating effectively 4.8 4.7 4.8 4.8 4.8 4.7 4.8 4.8 4.7 4.8
Creating a culture of accountability and performance 4.7 4.6 4.7 4.7 4.6 4.7 4.7 4.7 4.6 4.6
Building effective teams 4.6 4.5 4.6 4.5 4.6 4.6 4.6 4.6 4.5 4.7
Being adaptive 4.5 4.4 4.5 4.5 4.5 4.5 4.6 4.5 4.5 4.6
Developing others 4.3 4.3 4.3 4.3 4.3 4.3 4.4 4.3 4.4 4.5
Leveraging diversity 3.9 3.8 4.0 3.9 3.9 3.8 4.0 3.9 4.0 4.1
• Communicating effectively, creating a
culture of accountability and performance,
building effective teams, and being adaptive
are all rated as very important across all
segments.
• The remaining two attributes, developing
others and leveraging diversity, are rated as
important.
• Men and women ranked the attributes in the
same order of importance.
• Talent Development Managers ranked the
attributes in the same order of importance as
respondents not in Talent Development
roles.
24. Section B: Development of Women Leaders
How do women leaders in your organization perform on the following personal leadership competencies? (B10)
[5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
Communicating effectively 3.9 3.9 3.8 3.9 3.9 3.9 3.9 3.8 3.9 3.8
Being adaptive 3.7 3.7 3.7 3.7 3.6 3.9 3.8 3.7 3.7 3.5
Creating a culture of accountability and performance 3.6 3.7 3.6 3.6 3.6 3.9 3.7 3.6 3.5 3.4
Building effective teams 3.5 3.6 3.5 3.6 3.5 3.9 3.7 3.5 3.5 3.2
Developing others 3.4 3.4 3.3 3.4 3.3 3.6 3.5 3.3 3.3 3.2
Leveraging diversity 3.2 3.4 3.1 3.2 3.2 3.5 3.2 3.1 3.2 3.0
• Leveraging diversity, developing others,
being adaptive, communicating effectively
and building effective teams are all rated as
excellent across all segments.
• The remaining attribute, creating a culture of
accountability and performance, are rated as
very good.
• Men gave women leaders in their
organizations similar or slightly higher
ratings than women on all attributes.
• Talent Development Managers gave women
leaders similar or slightly higher ratings than
non Talent Development Managers on all
attributes.
25. Section B: Development of Women Leaders
How important are the following organizational leadership competencies to business success? (B11)
[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]
4.6 Executing a strategy 4.7
Executing a strategy 4.7 4.7
4.7
4.6 Making decisions 4.7
Making decisions 4.7 4.7
4.7
4.5 Males Managing change 4.6 Talent Dev
Managing change 4.6 4.6
4.6
Females Non Talent Dev
4.5 Solving problems 4.6
Solving problems 4.6 Total 4.6
4.6
4.4 4.5
Formulating a strategy 4.6 Formulating a strategy
4.5 4.6
4.2 4.3
Leading innovation 4.3 Leading innovation
4.3 4.4
0 1 2 3 4 5 0 1 2 3 4 5
C-Suite
Exec VP Director Manager Other
Executing a strategy 4.7 4.8 4.7 4.6 4.7
Making decisions 4.7 4.7 4.7 4.6 4.8
Managing change 4.6 4.6 4.5 4.5 4.8
• All attributes were rated as very important by
respondents. There are no significant Solving problems 4.5 4.6 4.6 4.5 4.6
difference between segments. Formulating a strategy 4.4 4.6 4.6 4.5 4.6
Leading innovation 4.2 4.3 4.3 4.4 4.4
26. Section B: Development of Women Leaders
How do women leaders in your organization perform on the following organizational leadership competencies?(B12)
[5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
4.1 4.1
Solving problems 4.1 Solving problems
4.1 4.0
3.9 3.9
Making decisions 3.8 Making decisions
3.8 3.7
3.9 Males 3.8
Executing a strategy 3.7 Executing a strategy Talent Dev
3.8 3.6
Females Non Talent Dev
3.7 3.6
Managing change 3.6 Managing change
3.6 Total 3.6
3.6 3.6
Formulating a strategy 3.5 Formulating a strategy
3.5 3.5
3.4 3.2
Leading innovation 3.2 Leading innovation
3.2 3.2
0 1 2 3 4 5 0 1 2 3 4 5
C-Suite
• Only one attribute, Solving problems, Exec VP Director Manager Other
received a rating of very good or excellent. Solving problems 4.3 4.2 4.0 4.0 4.0
Making decisions 4.1 4.0 3.7 3.8 3.6
• Title: The higher the level of the individual,
the higher the ratings on the performance of Executing a strategy 4.0 4.0 3.7 3.6 3.6
women leaders. While the differences are Managing change 3.9 3.7 3.5 3.5 3.5
not significant, the trend is present. Formulating a strategy 3.7 3.7 3.5 3.4 3.4
Leading innovation 3.6 3.3 3.1 3.2 3.1
27. Section B: Development of Women Leaders
What is the percentage of women in the C-suite officers of your company (i.e., CEO, CFO, COO, CLO, CIO, CTO, CMO, etc.)? (B13)
What is the percentage of women in the upper management of your company (i.e. vice-presidents, managers, directors, etc.)? (B14)
100% 100%
Males Females Total Talent Dev Non Talent Dev
80% 80%
60% 60%
40% 40%
27% 26% 26% 27%
24%
16% 15% 15% 16% 15%
20% 20%
0% 0%
Percentage of women in the Percentage of women in the Percentage of women in the Percentage of women in the
C-suite officers of your upper management of your C-suite officers of your upper management of your
company company company company
• The general consensus of respondents is 100%
C-Suite Exec VP Director Manager Other
that there is a small percentage of women in
C-Suite positions in their company. The 80%
percentage of women is upper management
is significantly higher, but still around 1 in 4. 60%
• Title: As expected, C-Suite Executives 40% 33% 31%
29% 26% 26%
indicated significantly higher management
17% 19%
levels of women in the C-Suite. There is a 20% 14% 13%
weak correlation between level in the 9%
company and percentage of women in upper 0%
management. Percentage of women in the Percentage of women in the
C-suite officers of your company upper management of your company
28. Section B: Development of Women Leaders
How would you rate the current economic performance of your company? (B15)
[5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]
100% 100%
Males Females Total Talent Dev Non Talent Dev
80% 80%
60% 60%
40% 35%33% 40% 36%
27%26%26% 28% 28% 30% 28% 27%
24%24% 25% 23%
20% 14%13%13% 20% 13% 13%
2% 3% 2% 2% 3%
0% 0%
Poor Fair Good Very good Excellent Poor Fair Good Very good Excellent
• Overall, the findings suggest that the current
economic performance of respondent
companies is very positive.
• Vice Presidents gave the highest rating for
the current economic performance of their
organization.
30. Section C: Demographics
What is your gender? (C1)
Male Female
100%
82%
77%
80%
60%
40%
23%
18%
20%
0%
Talent Dev Non Talent Dev
Male Female
100%
84% 86%
79% 81%
80% 69%
60%
40% 31%
21% 19%
16% 14%
20%
0%
C-Suite Exec VP Director Manager Other
31. Section C: Demographics
What is your age? (C2)
50.4
47.9
Males Talent Dev
Age (Years) 47.4 Age (Years)
Females Non Talent Dev
Total 48.3
48.0
0 20 40 60 80 0 20 40 60 80
51.5
49.8 C-Suite Exec
VP
Age (Years) 47.4
Director
45.6 Manager
46.5 Other
0 20 40 60 80
32. Section C: Demographics
What is the highest level of education you have achieved? (C3)
100%
Males Females Total 100%
Talent Dev Non Talent Dev
80% 80%
60% 52% 60% 52%
48% 49%
43%
37% 35% 38%
40% 29% 40% 34%
20% 11% 10% 10% 20% 9% 12%
3% 3% 3% 3% 2% 2% 3% 2% 1% 4%
0% 0%
Some college Assoc. or Bachelor’s Master’s Doctorate / Some college Assoc. or Bachelor’s Master’s Doctorate /
technical degree degree PHD technical degree degree PHD
degree degree
100%
C-Suite Exec VP Director Manager Other
80%
60% 52% 51%
48% 50%
40% 43%
39% 37%
40% 32% 32%
20% 14% 15%
5% 8% 7%
4% 2% 4% 2% 2% 1% 1% 4% 3%
0%
0%
Some college Assoc. or technical Bachelor’s degree Master’s degree Doctorate / PHD
degree
33. Section C: Demographics
Which of the following best describes your title in your company? (C4)
100%
Males Females Total
80%
60%
40% 34% 32%
25% 22% 22% 28%
23% 22% 20%
20% 12% 14% 15%
9% 9% 9%
0%
C-Suite Exec Vice Director Manager Other
President
100%
Talent Dev Non Talent Dev
80%
60%
40% 36%
27%
22%25% 22%
18%
20% 14%16% 15%
7%
0%
C-Suite Exec Vice Director Manager Other
President
34. Section C: Demographics
Are you in a talent development function (e.g., HR, leadership development, human capital) in your
organization? (C5)
38%
No 30%
32%
Males
Females
62% Total
Yes 70%
68%
0% 20% 40% 60% 80% 100%
35%
35%
No 26% C-Suite Exec
28%
50% VP
Director
65% Manager
65%
Yes 74% Other
72%
50%
0% 20% 40% 60% 80% 100%
35. Section C: Demographics
What is the estimated the annual gross revenue for your company? Please indicate in U.S. dollars and
include sales for the entire company/organization. (C6)
Don’t know/Not sure 6%
9% More than $5 billion 21%
8% 20%
19%
More than $5 billion 21% $1-$5 billion 30%
21% 28%
33%
$1-$5 billion 29% 23%
30% $101-$999 million
23% 22%
$101-$999 million 23% Talent Dev
23% $11-$100 million 8%
8% Males 9%
$11-$100 million 8% Non Talent Dev
8% 3%
3% Females $5-$10 million
$5-$10 million 2% 2%
3% Total
4% Less than $5 million 2%
Less than $5 million 2% 4%
3%
3% Non-profit or not-for-profit 6%
Non-profit or not-for-profit 6% 4%
5%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
C-Suite
Exec VP Director Manager Other
Non-profit or not-for-profit 3% 3% 8% 4% 5%
Less than $5 million 9% 0% 3% 2% 1%
$5-$10 million 2% 2% 2% 5% 1%
$11-$100 million 9% 4% 7% 9% 14%
$101-$999 million 30% 25% 23% 20% 16%
$1-$5 billion 36% 35% 30% 21% 30%
More than $5 billion 7% 27% 21% 25% 14%
36. Section C: Demographics
How many employees work for your company? (C7)
31% 30%
10,000 employees or more 31% 10,000 employees or more
31% 32%
14% 13%
5,001 to 9,999 employees 15% 5,001 to 9,999 employees
15% 15%
13% 12%
2,501 to 5,000 employees 16% 2,501 to 5,000 employees 17%
15%
15% Males Non Talent Dev
1,001 to 2,500 employees 16% 1,001 to 2,500 employees 15%
16% Females 16%
9% 11% Talent Dev
501 to 1,000 employees 9% Total 501 to 1,000 employees
9% 8%
16% Less than 500 employees 17%
Less than 500 employees 13% 11%
13%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
25%
39%
10,000 employees or more 31%
28%
31%
12%
15%
5,001 to 9,999 employees 17%
15%
12% C-Suite Exec
15%
17%
2,501 to 5,000 employees 13% VP
17%
15%
18% Director
13%
1,001 to 2,500 employees 18%
15%
13% Manager
7%
6%
501 to 1,000 employees 9% Other
11%
14%
24%
11%
Less than 500 employees 12%
11%
13%
0% 20% 40% 60% 80% 100%
37. Section C: Demographics
What type of company? (C8)
45%
42%
Private 42% Private
43%
43%
Males
Talent Dev
Females
55% Non Talent Dev
Total 58%
Public 58% Public
57%
57%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
42%
42%
Private 44% Other
32%
58% Manager
Director
58%
VP
58%
Public 56% C-Suite Exec
68%
42%
0% 20% 40% 60% 80% 100%
38. Section C: Demographics
What is your country of residence (C9) [Top 5 mentions]
Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
United States 92% 82% 94% 93% 91% 90% 93% 94% 92% 87%
India 2% 7% 1% 2% 2% 5% 1% 2% 2% 2%
Canada 2% 0% 2% 2% 1% 1% 4% 2% 1% 2%
Brazil 1% 4% 0% 1% 1% 2% 0% 1% 1% 1%
China 1% 1% 1% 0% 1% 1% 0% 0% 2% 2%
39. UNC Kenan-Flagler Business School
• The University of North Carolina at Chapel Hill, the nation’s first state university, is a leader in
educational excellence, consistently ranking among the top five best public universities.
• UNC’s Kenan-Flagler Business School is ranked among the top 20 in the United States for
executive and full-time MBA programs and provides:
– Research with business impact from renowned faculty whose work is shaping the future of
business
– Teaching from professors devoted to the growth of knowledge and analytical skills of
students and executives
– Experience and leadership skills gained in a challenging and supportive setting that helps
people take career and company success to new levels
40. UNC Executive Development
• The University of North Carolina’s Kenan-Flagler Business School has delivered customized and
open enrollment executive education programs with excellent results for over fifty years to a wide
range of organizations.
• UNC Executive Development has provided unique learning experiences to create solutions for the
business challenges facing our partners and participants. Our approach to program design and
delivery teaches the way executives learn most effectively – by drawing upon the power of real-
world, applicable experiences from our faculty and staff, and integrating the knowledge our
participants share about the issues they face with new concepts and business strategies in
programs designed to produce practical skills.
• Clients consistently rank UNC Executive Education in the top 20, citing our partnership approach
to program design, teaching effectiveness and customer service.
41. Contact Us
• Any media questions and requests should be directed to Allison Adams:
Allison Adams
Media Relations Director
University of North Carolina's Kenan-Flagler Business School
CB 3490
Chapel Hill, NC 27599-3490
919.962.7235
aadams@unc.edu
• Any questions regarding survey methodology should be directed to Kip Kelly:
Kip Kelly
Director of Marketing and Business Development
UNC Executive Development
University of North Carolina's Kenan-Flagler Business School
919.843.6061
kip_kelly@unc.edu