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The fast are eating the slow: mentoring for leadership development as a competitive method

机译：快者吃慢者：指导领导力发展是一种竞争方法

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Purpose - The purpose of this paper is to posit formal mentoring as cost-effective strategy for both developing leaders within an organization, as well as increasing organizational competitive ability in today's economy. Design/methodology/approach - The paper presents two case studies originally presented in a webinar which the author, a US-based subject matter expert in the field of mentoring, cohosted with a UK-based subject matter expert in the field of leadership development. Findings - Formal mentoring offers a uniquely suited approach to leadership development because of its ability to capitalize on knowledge that is both internal and specific to the organization, develop as broad or as targeted a group as necessary, and be tailored to meet any organization's goals and objectives. Together, these points can be leveraged to make an organization more competitive - not only in strength of existing leadership, but in readiness of ability to develop leaders for the future. Research limitations/implications - These are two case studies that examine the success of mentoring as a leadership development method within two large organizations. Practical implications - Formal mentoring for the purposes of leadership development can be leveraged to great competitive advantage in large organizations. Social implications - Mentoring for leadership development has the effect of improving and solidifying company culture, as well as engaging employees through career and leadership development activities. Originality/value - While using mentoring as a leadership development method is not a new concept, these case studies provide examples of how it can be practically applied, and to what ends.
机译：目的-本文的目的是将正式的指导作为具有成本效益的战略，用于培养组织内的领导者，以及提高当今经济中的组织竞争能力。设计/方法论/方法-本文介绍了两个案例研究，最初是在一次网络研讨会上提出的，作者是一位美国指导领域的专家，与一位英国领导力发展领域的专家合着。调查结果-正式指导为领导力发展提供了一种非常合适的方法，因为它可以利用组织内部和特定知识的能力，根据需要扩展到尽可能广泛或有针对性的团队，并能够满足任何组织的目标和需求。目标。总之，可以利用这些要点来使组织更具竞争力-不仅在现有领导者的实力上，而且在准备培养未来领导者的能力上也很容易。研究的局限性/含意-这是两个案例研究，检验了在两个大型组织中指导作为领导力发展方法的成功。实际意义-在大型组织中，可以利用以领导力发展为目的的正式指导来获得巨大的竞争优势。社会影响-领导力发展的指导具有改善和巩固公司文化的作用，并通过职业和领导力发展活动吸引员工。独创性/价值-尽管将指导作为领导力发展方法并不是一个新概念，但这些案例研究提供了一些示例，说明了如何将其实际应用以及达到的目的。

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