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Observing a decline in the number of available qualified managers, a number of companies are bolstering
leadership development efforts. The layoffs and training periods during the economic slump led to thinned
manager pipelines. As a result, a number of people postponed their retirement. Now, with the revival of the
economy and recovering stock prices of retirement funds, an increasingly large number of people have retired
leading to a shortage in the number of qualified managers.A number of companies such as Anyway, Rockwell
etc., have introduced new leadership programs, or reintroduced old programs that were put on hold to meet the
current shortage. Many professionals feel that the situation is to worsen in the future and anticipate an entire
retirement wave in the year 2012. It is, therefore, necessary to have a leadership pipeline in place keeping in
mind the shortage of time and the increasing demand for qualified managers.

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The article stresses the need for firms to align their leadership development processes with long-term business
strategies so that they could adapt to future changes. It relates that at least two-thirds of organizational change
initiatives fail due to a mismatch between existing leadership capabilities and those required to implement new
strategies. Thus, it advises executives to integrate their business strategy, their people, and organizational culture
into a system that will enable their companies to innovate and solve complex challenges. In addition, it
identifies the four elements required to bring about talent development throughout organizations. These
elements are: Strategy, People, Culture and Organizational Design, and explains how each of these factors play
an important role in bringing about talent development and leadership training.






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This article examines factors affecting the success of IT projects. Data were collected aboutthe leadership
capabilities of IT project managers for 57 IT projects using the Leadership PracticesInventory (LPI). The
assessments provided by supervisors, subordinates, and peers (butnot the IT project managers themselves) were
found to be significant predictors of project success,as measured by actual versus planned project duration
times.In an international study of 7,400 IT projects, the Standish Group found that 34 percent of projects were
late or over budget. Another 31 percent wereabandoned, scaled back, or modified, and only 24 percent were
completed on time and on budget. In particular, we focus on identifying characteristics of IT project leaders that
are related to project success, under
the assumption that one set of factors affecting IT project success is the managerial and leadership skill of the
project manager/ leader. IT project leaders with superior leadership skills are able to take into account the
unique challenges of managing technical employees. Understanding these leadership characteristics
can assist senior management in the selection of qualified IT project leaders who are likely to succeed as large-
scale IT project managers. It concludes with the analysis of leadership characteristics that contribute to project
success is useful in a number of ways. Leadership assessment can be used as a tool to identify leadership
behaviours that need to be developed by individuals who aspire to be project leaders. The leadership assessment
process incorporates leadership behaviours that go beyond traditional project management.

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In the following article the author talks about how the leadership criteria have changed over the years
specifically in the IT sector. The main points are that with years the knowledge and importance of harnessing
new technologies, optimizing CPU and storage usage and fighting cyber crime has increased. More importance
needs to be given to inter enterprise usage of resources to provide a healthy market for leaders to grow. The re
usability of resources as well as well as the optimum usage of existing resources needs to be encouraged, to help
the business value grow. The managers should be given more strategic roles. In addition to that importance
should be given to tracking of the progress of these leadership development programs. The challenges of IT
leadership continue to increase. IT leaders need many talents to succeed.
1) Innate knowledge of the technologies and natural intuition to know which ones are going
to pay off;
2) Business acumen and the fortitude to demand measurable returns
3) The ability to manage a diverse set of internal and external resources within an ever-
changing set of value propositions; and, most important,
4) The IT leader of the past, present, and future has to be an executer with a keen sense of
what it takes to get the right things done.
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If leadership development is not identified as a top business priority, it may be relegated to "just another HR
program." Leadership development is too important to be associated with a single area of an organization.
Leadership development starts at the top.The article clears three main myths about leadership development
programs:-
Myth 1:- Leadership development is solely an HR initiative.
Fact:- HR has a vital role to play, but it cannot go at it alone. Leadership development is a strategic business
initiative.
Myth 2:- Leadership development issues can be solved with a training program.
Fact:- Leadership development requires much more than class room training
Myth 3:- Leadership development should focus on high potential employees only.
Fact: - Leadership development needs to involve all managers , with a targeted sub ± strategy for high potential.
HR must partner with CEO and higher management to give leadership development the prominence it requires
to be successful.

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The article stresses the need to bring about a change in school of thought of the current Indian firms and their
HR policies. It points on evidence of how the IT industry is soon going to hit a slump due to an increased
competition in terms of providing still more economic human capital from countries like China etc. Thus there
is a rising need to bring about a change in strategy. The article suggests that the failure of Indian offshore firms
to think beyond cost and efficiency-oriented employee performance metrics is one of the main reasons for high
attrition. Schumacher believes that Indian companies ought to increase focus on non-monetary employee
incentives such as mentoring, helping employees create better work-life balances (work-at-home initiatives,
flexible hours, onsite child care, etc), among others.

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This article enlists a number of approaches that were carried out in order to bring about leadership development
in a number of firms dealing in consulting, architecture, survey, information and engineering solutions etc,
thihighlights of each of these approaches, and why the author thinks that each of those methods would succeed
in the long run. These approaches were then successful, yet, there was no certainty they would continue to be
effective, given the fast changing nature of the workplace, increasing client expectations, demographic
challenges, exploding technology, rising employee expectations, and mega shifts worldwide.



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When things are going well and organizations are setting new records, there seems to be an abundance of
leaders. But when things turn sour ² the economy dips, stock values are slashed and uncertainty becomes the
rule ² there seems to be a scarcity, even a total void of leaders. This is where we appear to be today. The real
problem is that we have been taught to believe that there is one type of leader for all situations. Yet, studying
leaders in many settings shows that there are a variety of leadership types, and that it is critical to have the right
leader for the right situation. Clearly, there are different types of leaders. Before detailing the types, it's vita! to
emphasize that all leaders, even if they are different types, require certain fundamental skills and characteristics:
Credibility, Dedication and Passion, Willing and Able to Make Strategic Move,. Competitive and Realistic
Drive, Ability to Get the Right Talent, Know When to Get Out of the Way etc. Further, there appear to be the
following four type of leaders in the industry today:
2  Risktaker
c  Evolutionary/Caretaker
„  Surgeon
s  Undertaker




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A good leader can make or break the culture, and in turn, the performance, of an organization. She is more
likely to make the right decisions, attract and retain staff and maximize the use of resources. Therefore,
developing leaders should be a priority for organizations. There are a variety of best practices to keep in mind
when it comes to developing great leaders. Some of these are:
Ä Identify what is important for the organization.
Ä Identify the most important competencies.
Ä Identify the gaps
Ä Identify links with other HR processes
Ä Ensuring support from top
Ä 360 degree feedback



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Purpose ± With tectonic plate shifting change and continuous uncertainty, a reliance on leadership competencies
rooted in the past will no longer be successful. Instead, it is argued that the emerging business environment now
demands a new set of leadership skills that are aligned to the requirements of the future. This paper aims to
address these issues.
Design/methodology/approach ± A foresight orientation was taken to identify leadership skills necessary for
success in the near future. Based on in-depth analysis of key business, societal, organisational and leadership
trends, nine key leadership competencies were identified. An exploratory study was then conducted to assess the
current level of future leadership capability in a diverse sample included of current and emerging leaders from a
variety of organisations across Europe and Asia Pacific.
Findings ± Results suggest that both current and emerging organisational leaders are significantly under
prepared for the challenges ahead.
Research limitations/implications ± The present study provides a starting-point for further research exploring the
leadership capabilities needed for success in the emerging business environment. Practical implications ± It is
argued that unless organisations begin to cultivate requisite skills for the future, they will inevitably forfeit their
potential for future success.
Originality/value ± The paper adds clear value to the field of study due to its unique futures perspective and
orientation, in addition to its practical applications. Keywords Leadership, Human resource management,
Strategic management, Demographics, Globalization


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The main idea of the articles is that leadership at the top of an organization actually begins in
the middle, where the high potential managers acquire the broad range of skills they need to
succeed in more senior roles. The strongest leadership management is done with the help of
SUCCESSION MANAGEMENT. Developing a leadership pipeline is labour intensive and
the result is getting the right skills at the top.
Following four guidelines are needed to be adhered to:
1.) Focus on development ± knowing what the future leaders need as well as they would
learn it.

2.) Identify Linchpin Positions- Determining which middle to senior management

poitionsare essential to company¶s long term health.

3.) Making it transparent- openly tell managers on where they stand on terms of
performance and potential leader and what they need to do to advance

4.) Measure progress regularly- Knowing whether right people are moving at a right
place or not
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The article says that knowledge workers respond to inspiration, not supervision. The author develops a new
model in which managerial roles unfold in three successive levels, all of them both inside and outside.
There is an information level, a people level and an action level. The manager can intervene on any level
but then must work through all the remaining levels. Managerial levels can be based on information, but
it has meaning only if it influences people to take actions. Managerial behavior can also influence
actions directly. For a manager there is much more than what is conventionally thought of as leading.
Leadership is generally exercised on three different levels. At an individual level, leaders mentor, coach
and motivate; at group level, they build teams and resolve conflicts; at the organizational level, builders
build culture. These levels need to be discrete and easily identifiable level. Professionals require little
direction and supervision. They require protection and support. Covert leadership may matter more than
overt leadership. In managerial leadership we need continuousevaluation and appreciation than in overt
leadership.

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People in political arenas are good at developing visions and they often excel at articulating them. Such people
are inspirational because, when they is dissatisfaction with the existing status quo, they recognize It., are able to
present an acceptable alternative, and rally around others them to make it happen. It talks about Mahatma
Gandhi¶s vision of an independent India. Martin Luther king¶s vision of harmony between blacks and whites.
John F Kennedy¶svision in to have a man on moon by the end of sixties, Gorbachev¶s vision of an open soviet
society. Igmat Kamprad of IKEA who wanted affordable furniture for common man, while Mads Ovlisen, the
president of pharmaceutical company Novonordisk, had a vision of improving human quality of life. Grat
leaders realize that envisioning without empowering leads to a poor enactment of vision. They know the aim is
to create an environment where people can peek into the experiences, where in their excitementthey become
completely involved in what they are doing and lose their sense of time. Organizationalstructures have to be
created in which people have a sense of control, a feeling of ownership in what they are doing.



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In this article, leadership is conceptualized as an organizational quality. Adopting a perspective on organizations
offered by institutional theory, the authors offer a view of leadership that builds on the following points:
Leadership flows through the networks of roles that comprise organizations. The medium of leadership and the
currency of leadership lie in the personal resources of people. And, leadership shapes the systems that produce
patterns of interaction and the meanings that other participants attach to organizational events.

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Ethical and moral values and moral character alone can accelerate the unfolding of person¶s
divinity. Effectiveness in performance of managers and workers is a function of values and
skills together. A good manager has strength in both values and skills. We have management
by consciousness. The purity of mind and heart guides the reasoning and intellect in all
managerial functions particularly in human resource management. The following are the
ways in whichorganizational productivity be increased with value driven Indian management:
These can be done by:
Ä Inculcation of values by the top management

Ä In the corporate mission or creed values, vision, goals and objectives cherished by
theOrganization should be described

Ä Members of the organization should be continuously exposed to spiritualism

Ä Employees must strive internal development