Leadership Development With Impact
IESE Insight offers material for your next professional development conversation
Learning is a constant pursuit that happens as you encounter new leadership challenges. It’s not about how many hours you invest but how much you invest in yourself. The latest issue of IESE Insight will help you do it!
“Leadership development” is the theme of Issue 26, guest edited by B. Sebastian Reiche, associate professor in the Department of Managing People in Organizations at IESE and a member of the IESE Insight Editorial Board. “The three articles in our executive dossier will contribute to a more stimulating discussion in your next professional development conversation,” he writes.
First, Herminia Ibarra (INSEAD) maps out a strategy to reach your long-term career goals, based on research contained in her latest book, Act Like a Leader, Think Like a Leader. She identifies a big trap of leadership – focusing all your energy on the skills and activities you have already mastered. You have to make room for growth, she says, meaning you will have to reassess your priorities to generate the slack necessary to step up as a leader.
Next, IESE’s Yih-teen Lee and Yuan Liao draw on research, interviews and case studies to suggest how cultural intelligence might be developed as a vital managerial competence. They say multicultural individuals have innate abilities that make them exceptional candidates for global leadership – yet they often pass under the radar of HR. They explain how companies might make better use of their talents.
Finally, the head of IESE’s Learning Innovation Unit Giuseppe Auricchio and IESE’s Evgeny Káganer explore how technology can help make learning and professional development an everyday activity. Despite some stigmas associated with e-learning, they insist that using digital tools properly may lead to a new concept of omni-learning for executive development.
Elsewhere in the magazine, the former Tetra Pak CEO Nick Shreiber and IESE’s Mike Rosenberg use their experiences of matrix organizations – where senior managers have overlapping responsibilities, frequently answering to more than one boss – to identify five keys for successfully managing this complex organizational form. Matrix management is increasingly the norm for multibusiness, multinational enterprises, making the authors’ advice highly relevant.
Another relevant theme for multinationals is how managers can bridge the gaps between functional areas, business units or geographic markets. Ronald S. Burt and Suzanne Hogseth propose how to position yourself to promote information flows, knowledge exchanges and business relationships, examining the impact of social networks on reputation.
Watch the video in which Ron Burt speaks about “Social Networks, Bridging Gaps and Your Reputation at Work.”
IESE’s Francisco Iniesta interviews Luis Maroto, President and CEO of Amadeus IT Group, to reveal how the airline ticket sales platform has grown to become a global leader in travel, tourism and hospitality-related activities, and Europe’s second largest software development firm.
There’s also a case discussion on the organizational challenges of aligning global purchasing processes at Microsoft. And Tim Gallwey, author of The Inner Game of Tennis, provides tips to quell those nagging doubts in your head when confronting new tasks.
Members of the Alumni Association and subscribers to IESE Insight – a quarterly research-based magazine, published in separate English and Spanish editions – can read all these articles using their membership credentials.