The Center for Creative Leadership's continuing studies of executives have found that learning on the job is the best way for a person to develop. Often people are given new positions in order to provide them with developmental experiences. But what if such a transfer is not possible? This report contains 88 assignments that can be added to a current job, offering individual developmental opportunities.

A widespread way of viewing leadership is as a process of social influence. In this report, the authors offer an alternative perspective: seeing leadership as a process of social meaning-making. The practical and research implications of such a view are considered.

There are subtle but potent differences in the ways decisions are made to promote men and women. This publication looks at these differences through a study conducted at one Fortune 500 company. It discusses the several ways that the promotion decision process can undermine women's advancement and outlines strategies for making balanced decisions.

There is a growing sense today that organizations and the people that make them up are, to repeat a figure of speech recently used by Robert Kegan, in over their heads. As diversity becomes the rule and change the sole constant, complexity is increasing. It is generally agreed that the only effective response to this complexity is development: both at the individual and organizational level. One frequently practiced but imperfectly understood developmental...

Some executives use coaching to learn specific skills, others to improve performance on the job or to prepare for career moves in business or professional life. Still others see coaching as a way to support broader purposes such as an agenda for major organizational change. To an outsider, these coaching situations may look similar. All are based on an ongoing, confidential, one-on-one relationship between coach and executive. Yet each coaching situation...

Along with the growing use of 360-degree feedback in organizations today, there is much disagreement over how it should be employed: strictly to help the manager develop or also to help those who work with the manager decide such issues as pay and promotion? This publication features the insights of a group of experienced professionals on both sides of the issue. To set the stage, George P. Hollenbeck, a management psychologist and adjunct faculty...

When managers in multinational companies are not properly prepared for assignments in foreign countries, the costs are great--for the managers themselves, for their organizations, and for their home countries. But how can expatriates prepare for such assignments? The selection-development-support framework described in this report not only identifies the important factors to consider when working overseas but also specifies ways to develop a talent...

The Center for Creative Leadership developed the role of process advisor in order to provide a long-term coaching solution within the context of its LeaderLab program. Process advisors encourage and enable individuals to take more effective action in leadership situations, action that develops those individuals and others in the pursuit of goals that benefit all. This report tells the story of CCL's experience with process advising and the lessons...