Toolkit:
Creating a Leadership
Development Strategy
Creating a leadership development strategy
What this resource is about
Increasingly leadership is seen as a key contributor to an organisation’s success, and a greater number of organisations are developing strategies to grow their
leadership capabilities. This has been specifically highlighted in the 2011 Better Public Services Report (Better Public Services Advisory Group, 2011).
However, any attempts to grow leadership should be approached with care and consideration. It is difficult to reach a destination if you don’t have a goal in
mind and no plan for how to get there. Organisations who want to grow and thrive must create a leadership development strategy to help them: plan where they
want to be, work out how to get there and organise the resources they need to help them get there.
The five stages of a leadership development strategy
There are five stages to creating an effective leadership development strategy, and these stages
work in an ongoing cycle. At each stage, organisations need to consider:
Stage one—What is the business need (current and future)?
Question 1: What drives our leadership development?
Question 2: What is our desired culture?
Stage two—What leadership capability do we have?
Question 3: What are our desired leadership styles and competencies?
Question 4: What capabilities do we have in abundance and where are there shortages?
Stage three—How do we plan for the future?
Question 5: What do we intend to ‘build’ ourselves and what will we need to buy in?
Question 6: What are our succession plans?
Stage four—How do we make it happen?
Question 7: What resources are we prepared to allocate to develop our leadership capabilities?
Question 8: How do other HR strategies support this leadership development approach?
Question 9: How will we further develop and implement our leadership capabilities?
Stage five—How do we stay on track?
Question 10: How will we sustain our strategy?
Question 11: How will we measure the effectiveness of our strategy?
Question 12: How will we evaluate our return on investment?
Stage one
What is the business need (current and future)?
This stage aims to help us understand how our leadership capabilities can be best developed to support our
current and future business needs. It addresses the following questions:
Question 1: What drives our leadership
development?
Question 2: What is our desired culture?
Norman Chorn (2004) suggested that organisations are most effective when the four high-level business drivers
of: operating environment, strategy, culture and leadership are aligned. As shown in the diagram to the left, an
organisation cannot develop an effective leadership development strategy in isolation; rather it must align factors
to take into account the relationship between:

the environments that it operates within

the strategies that it chooses to execute

its culture

the role of leadership in aligning these components.
Together these aspects can be indicators of organisational effectiveness. If an organisation changes its operating environments, it will need to review the other
aspects (its strategies, culture and leadership roles) and may need to refine these aspects to stay aligned.
Question 1: What drives our leadership development?
What is leadership development?
Within an organisational context, leadership can be defined as ‘showing the way’ to help align staff’s actions with the organisation’s purpose and direction. To
this end, organisations need to develop robust leadership skills, capabilities and behaviours. Leadership development does not solely relate to one-off
interventions but occurs over time, and organisations need to make a variety of experiences and opportunities available for leaders to consolidate their
developing capabilities.
The drivers of leadership development
Once an organisation begins to understand its current and future operating environment and strategy needs, it can start to create a picture of what drives the
development of its leadership and culture. The following points can help us understand the drivers of leadership development:

Any leadership development strategy needs to start with the end in mind and have a clear picture of what the target looks like.

Organisational awareness and motivation are fundamental to the success of any development strategy—why are we developing this
strategy and what are the expected business benefits?

People learn by doing, and it is critical that they be encouraged to learn and receive adequate support throughout the learning
process.

Each organisation will have a slightly different organisational environment, strategies, culture and people, and any leadership
development approach must reflect the characteristics that are unique to the particular organisation.

Strategies evolve as the organisational environment changes, and so must the attributes and abilities of the organisation’s leaders.
To clarify ‘why’ you should design a leadership development strategy, please complete question 1 in Stage one—worksheet, on the webpage for
this toolkit.
Question 2: What is our desired culture?
Organisational culture is an organisation’s sense of identity; it is 'the way we see and do things around here'. At its core, culture determines the way people
behave and interact with each other.
Leadership and culture
In question 1 above, we pointed out that understanding the current and future organisational environment and strategy needs can help organisations create a
picture of what drives their leadership development. We also pointed out that different organisations will have distinctive cultures.
Different cultures are needed to execute different strategies,
which organisations need in order to operate and be successful in
different environments. Some organisations seek a single
common culture. However, there can be advantages in
encouraging different cultures within different teams or groups in
a single organisation.
A single organisation and teams within that organisation can
operate in a variety of environments and employ different
strategies, and they may need different cultures to get the
required results.
Leadership is powerful in developing culture, and leaders are the
role models responsible for setting and embedding the cultural
frame within a team or organisation.
Understanding the organisation’s culture allows leaders (and their staff) to:

focus attention on the human side of organisational life

create (and maintain) appropriate systems to help staff work together towards a common goal

recognise the impact that they (individually) have on the culture

ensure training and development initiatives, performance management processes and reward structures are aligned to specific business goals

start to gauge what works about the organisational culture and what needs to be changed or strengthened to execute a particular strategy or
initiative.
To define your current organisational cultural state, please complete question 2 in Stage one—worksheet, on the webpage for this toolkit.
Cultures can change with time
Over time, an organisation’s culture can drift from a desired state as people, requirements and contexts change. It is important to audit the culture of your
organisation at regular intervals to identify any misalignment and drift. Such audits can become a regular item on the leadership agenda and a component to
consider when developing a new or evolving strategy.
Stage two
What leadership capability do we have?
It is important for an organisation to consider their current leadership capability in order to decide what areas need
to be further developed (stage three). Stage two addresses the following questions:
Question 3: What are our desired leadership styles and competencies?
Question 4: What capabilities do we have in abundance and where are there shortages?
The diagram discussed in stage one showed us how interrelated the organisation’s culture is with its leadership style.
There are no right or wrong leadership styles and competencies, just ones that would be more or less appropriate for
particular organisations and their operating environments, strategies and cultures—what works well in one
environment will not necessarily transfer successfully to another environment.
Leadership occurs and can be developed at all levels within an organisation. In order to facilitate an active pool of
developing leaders, strategies should encompass those individuals who show leadership potential from any tier of
the organisation. This will ensure a sustainable pool of growing talent to draw upon and a culture of leadership and
development.
There are many models and frameworks available that define the competencies of a successful leader. The State Services Commission developed the
Leadership Success Profile, which highlights the challenges and special aspects of leaders within the New Zealand public sector.
Leadership Success Profile (State Services Commission, 2015).
Question 3: What are our desired leadership styles and competencies?
As stated earlier, there are no right or wrong leadership styles and capabilities, just appropriate and inappropriate ones for a particular environment.
Leadership and leadership development is a joint organisation and team responsibility.
Skilled leaders understand:

their own strengths and limitations

the strengths and limitations of those around them

the organisational environment.
They select leadership styles that will strengthen the organisation’s leadership profile—building upon what works well and supporting or complementing any
weaknesses.
To define your desired leadership attributes and abilities, please complete question 3 in Stage two—worksheet, on the webpage for this toolkit.
Question 4: What capabilities do we have in abundance and where are there shortages?
To understand what areas need developing within your leadership capability, it is important to quantify what you have currently and what you desire. Consider
the collective, organisation-wide abundances and shortages rather than focusing on individual leaders and their specific performance.
Take a snapshot of your current leadership capabilities
Use the desired leadership attributes and abilities you listed in question 3 above to help you assess where strengths and weaknesses currently lie in your
organisation’s leadership capabilities. Then develop an intervention or interventions that will target areas of weakness and build on areas of strength.
To define your organisation’s abundances and shortages, please complete question 4 in Stage two—worksheet, on the webpage for this toolkit.
LDC offers a comprehensive range of assessment tools that can help you measure the current capability across your leadership teams. These range from 360degree assessments through to the Assessment for Development (AfD) process involving an assessment-centre model.
Stage three
How do we plan for the future?
Stage three addresses how to develop leadership capabilities and considers the following questions:
Question 5: What do we intend to ‘build’ ourselves and what will we need to buy in?
Question 6: What are our succession plans?
Leadership development is about continually growing not only the current leaders but also the individuals who
demonstrate leadership potential.
The key factors here are:

planning for succession

identifying and retaining talent

developing interventions that will help leaders learn and embed new attributes and abilities.
Today, organisations are faced with the challenge of an increasingly mobile and skilled workforce, motivated by diverse challenges and a range of
opportunities. Sustainable organisations demonstrate a strong commitment to retaining and developing staff.
Question 5: What do we intend to ‘build’ ourselves and what will we need to buy in?
An effective leadership development strategy is well planned and is seen not as a stand-alone intervention but as a component of the organisation’s overall
business strategy, which includes the operating environment and culture.
‘Build’ or ‘buy’, particularly in relation to filling any current or future gaps, refers to building through learning and development or buying through targeted
recruitment and secondments.
To build or to buy, that is the question
There are advantages and disadvantages to both the building and buying approaches
to leadership development. You will need to balance the risk, time and cost factors
when choosing between the two.
Building capability creates and enforces a culture of continuous learning and
development, demonstrating to employees that opportunities exist to grow personally
and professionally.
Buying in capability can stimulate new ideas and behaviours in the organisation and
refresh the culture.
The disadvantage is that both approaches consume organisational resources, primarily
finances and time.
Most organisations need to find a balance between the two approaches. The key is to be proactive rather than reactive, which means having a clearly defined
workforce strategy. In the absence of an aligned workforce strategy, many organisations are often left with no choice but to take a reactive approach, generally
‘buying in’ capability as other, often pressing, factors make the ‘build’ approach unsuitable.
You should review your planned workforce strategy regularly to ensure that it
continues to meet your current and future business needs. Such a review can be
added as a regular item on the leadership agenda and as a component to
consider when a new leadership role becomes available.
To define your approach to building resource in your organisation, please
complete question 5 in Stage three—worksheet, on the webpage for this
toolkit.
Question 6: What are our succession plans?
Succession management is the means by which an organisation anticipates and secures talent and capability for its future needs. In many ways, leadership
development is an extension of succession management, ensuring that leadership potential is available in the future.
Many people use the terms ‘replacement management’, ‘succession planning’ and ‘succession management’ interchangeably, however, these terms have
distinct meanings, and they sit along a continuum as shown in the diagram below (Corporate Leadership Council, 2006).
For the purpose of this framework, we’ll be using the term
‘succession management’ as we are interested in encouraging the
sustainable and active development of leaders to meet future
business needs.
Principles of best practice in succession management
While organisations will be at different starting points in their succession management efforts, the following are considered general best practice
principles(Fulmer, 2007):
•
Measurements are in place to determine the success of the succession management strategies: the ultimate measurement is
having the right person with the appropriate competencies move into a key position at the right time.
•
(Where possible) more than one individual is available and has the appropriate skills and capabilities to undertake the role.
•
There is a shift from having succession management strategies as an annual event to having events that are integrated into the
daily fabric of doing business.
•
Leaders are aware of and actively engaged in the succession management strategies and their potential for career
development.
•
Succession management strategies are continually being reinvented; they are continually being reviewed and monitored as
feedback is received and research conducted.
•
Succession management strategies proactively identify gaps in talent and roles that are critical to the overall success of the
organisation.
•
Succession management strategies are developmentally orientated (as opposed to replacement oriented): proactive
opportunities exist for genuine development, and senior management view the strategies as critical in retaining and developing
talent.
•
Succession management strategies are easy to use: non-bureaucratic, uncomplicated, unified, consistent and objective.
To define your approach to succession management, please complete question 6 in Stage three—worksheet, on the webpage for this toolkit.
Stage four
How do we make it happen?
Stage four looks at the issues involved in putting a leadership development strategy into action and considers the
following questions:
Question 7: What resources are we prepared to allocate to develop our leadership
capability?
Question 8: How do other HR strategies support this leadership development approach?
Question 9: How will we further develop and implement our leadership capability?
Characteristics of a meaningful leadership development strategy
Establishing a meaningful leadership development strategy can be challenging but is necessary for any organisation. The challenge is often not in the
intellectual development of suitable initiatives but in their continued sustainable implementation over time—strategies are often developed with the best of
intentions but can fail to maintain momentum or deliver the anticipated results.
Moreover, while an organisation can develop any number of leadership development initiatives, the success of those initiatives relies as much on the leader
who is being developed taking a proactive part in their own development as it does on the organisation providing the individual with opportunities for
development.
The diagram below sets out the characteristics of a successful leadership development strategy.
.
A leader who is active in their own development is someone who identifies and pursues opportunities that will build their skills, experience and knowledge and
who makes time to reflect on what they are learning and how they will do things differently as a result of that learning.
Question 7: What resources are we prepared to allocate to develop our leadership capability?
Leadership development will be successful when an organisation is prepared to allocate appropriate resources to ensure that the development initiatives are
instigated, managed, reviewed and refined on a regular basis. Such resources include time, financial commitment and people involvement.
Planning resources
Within any organisation, resources are limited and choices must be made on how best to allocate time, money and people. Allocation tends to be driven by
business need and balancing demands to ensure the greatest benefit is obtained. However, it is important to recognise that benefits may not be immediate.
Longer-term investments include building people and leadership capabilities. Once you have defined a suitable strategy for developing leadership in your
organisation and the likely components that will make up that strategy, it is important to consider the time, cost and people required to successfully implement
that strategy.
It is also important to provide a suitable mix of options for developing your leadership capability, from traditional workshops to experiential opportunities and
action learning.
To define the resources that you are prepared to allocate, please complete question 7 in Stage four—worksheet, on the webpage for this toolkit.
Question 8: How do other HR strategies support this leadership development approach?
Human Resource (HR) teams exist primarily to manage the administrative and
strategic development of people within an organisation. They manage legislative
requirements and the activities that form part of the employee life cycle.
Leadership development is challenging but necessary for any organisation, and it will
only be successful when it is integrated as part of the operating environment, the
business strategies and the organisational culture.
During stage one, we spoke about the importance of defining the organisation’s
culture and the fact that cultures can change and drift from a desired state. From a
leadership development and HR perspective, cultural drift relates to the:

desired leadership behaviours versus those actually modelled
by the senior management team

availability of time for learning and development, including
releasing employees for training and secondments, etc

desired performance management structures versus how
they are followed in practice

time allocated for feedback and managers coaching
employees

leadership behaviours that are rewarded through
remuneration reviews.
The process of leadership development is challenged when what is intended to be achieved is not modelled and supported by other HR strategies. Where there
is disconnect between the two areas, employees become confused as to what the organisation is trying to achieve and this confusion can lead to a loss of faith.
The most notable HR functions that need to align with any leadership development strategies include:
Learning and development
Making time available for learning, reflection and training confirms and validates the importance an organisation places on its staff developing new
capabilities. This does not mean that ‘training’ should override any other business priorities, but staff should be encouraged to learn and develop,
Communications
HR should send the appropriate messages to participants in leadership development initiatives and the wider organisation on expected leadership
behaviours and how HR processes support the development of these behaviours.
Performance management
Performance management aims to establish a set of objectives for the individual that will help the organisation meet its overarching objectives. The
objectives relate to both the technical requirements of getting the job done and the personal attributes expected. While the objectives can be generic
across roles, they should also take into account the needs of the individual and offer opportunities for that individual to develop new skills and
capabilities. Both the individual and their manager/sponsor are responsible for the individual’s performance management, and, in the case of leadership
development, importance is placed on feedback and quality discussions between the individual and the manager/sponsor. HR reviews performance
management on a regular basis.
Reward and remuneration (performance measurement)
Making an explicit link between the new attributes and abilities developed and remuneration for leadership development participants goes a long way to
ensuring that the participants are motivated to consolidate those attributes and abilities. Reward systems should support the development of new
capabilities and reflect career development pathways.
How do we ensure that our leadership development approach is supported by other HR strategies?
Once you have defined your leadership development strategy and the likely components that make it up, it is useful to look at your broader HR strategy to
ensure that it aligns with what you are trying to achieve in leadership development.
To examine your HR strategy to make explicit links, please complete question 8 in Stage four—worksheet, on the webpage for this toolkit.
Question 9: How will we further develop and implement our leadership capability?
The leadership development strategy that you have now created is a starting point for addressing and developing other leadership development initiatives.
Begin by physically implementing the new strategy via a formal launch as an organisational initiative, notifying staff of its launch and identifying possible
participants for the leadership development opportunities presented in the strategy.
Once your leadership development strategy has been physically implemented and sustained over time, your organisation will start to see results. Well-designed
strategies take time, resources and effort to align with the operating environment, culture and leadership attributes of an organisation. A well-planned
implementation positions the strategy for success by sending the message to employees that leadership development is something that your organisation takes
seriously.
To clarify your thinking on how to implement your leadership development strategy, please complete question 9 in Stage four—worksheet, on the
webpage for this toolkit.
Stage five
How do we stay on track?
Perhaps the hardest part of the leadership development strategy cycle is the final stage where we plan to
keep the whole process alive and active.
Leadership development initiatives need to be measured for return on investment, evaluated for
effectiveness and monitored so that they can adapt to changing organisational needs just as any other
business initiative would be measured, evaluated and monitored.
Stage 5 specifically looks at how to stay on track with leadership development, primarily in the areas of
measures, accountabilities and sustainability, and considers the following questions:
Question 10: How will we sustain our strategy?
Question 11: How will we measure the effectiveness of our strategy?
Question 12: How will we evaluate our return on investment?
Indicators of success
Over the years, organisations, and particularly HR teams, have struggled to make clear links between the costs and benefits associated with leadership
development. Increasingly, they are being asked to provide more robust measures of effectiveness and clear explanations for how the training adds value.
Building leadership development capability is a relatively abstract concept since any changes occur in the leaders themselves—not in the organisation. The
costs associated with a development occur at a point in time, but the change in a leader’s behaviour occurs over time and needs to be tracked longitudinally.
For this reason, it is important to clearly understand and document the objectives and anticipated results of any leadership development strategy from both a
quantitative and qualitative perspective. It is also important to measure change using snapshot assessments over time. This preserves the integrity of reporting
on the effectiveness of leadership development initiatives and allows initiatives to be amended, continued or terminated depending on the results.
There are a variety of individual and organisational factors that can impact on results. These include:

One size doesn’t fit all, so results may vary from individual to individual and organisation to organisation.

Often the best leadership development effort can be hindered if people are operating in a culture that does not support learning or organisational
change.

Reward systems may not effectively support either the training or the behaviour changes expected.
One factor that enhances the success of any leadership development strategy over time is keeping it as an active item on the senior management agenda. This
ensures that leadership development is regularly reviewed, in terms of demonstrable results and return on investment, and is continually supported at a senior
level and refreshed to reflect any organisational changes.
Any measures of accountabilities, engagement and benefits must reflect the context of both the individual being developed and the organisational environment
and culture.
Question 10: How will we sustain our strategy?
Factors that influence sustainability
Sustainability refers to the extent to which a leadership development strategy continues to meet the business needs over time.
When organisations invest in leadership development for managers at all levels, managers increase their ability to adapt to change. They learn to reinforce
leadership values and apply leadership practices that promote sustainable organisational performance.
There is a great focus on developing strong leadership development initiatives, but it is the practical implementation and execution that results in sustainable
initiatives. This is where keeping leadership development on the senior management agenda and having strong sponsorship really starts to become important.
There are a number of factors that encourage sustainability. These include:
Organisational culture
Creating an organisational culture of ongoing learning and reflection indicates that a supportive environment exists where new ideas and ways of doing
things are encouraged. Participants are more likely to be active in their learning if they are encouraged to transfer learning into action.
Senior management involvement
Learning can occur in the classroom, but many participants will also learn by observing others and reflecting on experiences. Senior managers can
model the desired skills and be mentors and supporters of the development process. They can contribute significantly to the sustainability of a
leadership development strategy by being interested in the process—championing the development process and actively being involved with
participants.
Relevance
Development initiatives must be based on the goals and needs of the organisation. Participants in a leadership development initiative generally have
busy schedules, so any development must be relevant to their job and increase their all-round effectiveness. The initiatives should also be sensitive to
time pressures and offer flexibility in timing wherever possible.
Participant orientation
Participants in a leadership development initiative who are actively committed to their own learning, are honest about their strengths and weaknesses,
and look for opportunities to better themselves are more likely to be engaged in the development process.
To define how you will ensure the long-term sustainability of your leadership development strategy, please complete question 10 in Stage five—
worksheet, on the webpage for this toolkit.
Question 11: How will we measure the effectiveness of our strategy?
Often things are done faster and more efficiently when their progress is measured. Leadership development
needs to provide quantifiable results on investments and areas where benefits have been realised. It can be
difficult to manage what we can’t measure.
Measurable factors that provide senior management with data about the success of an initiative and that can be
used in future investment decision-making are also known as ‘metrics’.
Measuring the effectiveness of leadership development initiatives should involve more than counting, calculating
and reporting. Effective measurement is not one dimensional, and it accounts for the benefits achieved at a
number of levels not just at the individual level, as shown in this diagram.
Metrics are important
Reviewing a leadership development initiative regularly allows for changes to be made to ensure that the initiative delivers the expected results.
It is important to define the set of metrics that will be used to evaluate the effectiveness of an initiative. These metrics need to be able to be collated with
relative ease, and they need to clearly measure the effectiveness of the initiative in meeting the organisation business goals.
To define your approach to measuring a strategy’s effectiveness, please complete question 11 in Stage five—worksheet, on the webpage for this
toolkit.
Question 12: How will we evaluate our return on investment?
Evaluating return on investment ensures that the expected benefits are realised and an organisation’s resources are used effectively. One of the major
challenges in evaluating leadership development strategies lies in assessing the value added by such strategies beyond the initial participant. It is extremely
valuable to recognise which specific initiatives provide maximum value (not just financial) for both the short and long term and at both an organisation as well as
the individual level.
Successful leadership development initiatives focus on ‘knowing’ but also on ‘doing’ and ‘being’. Any evaluation should also cover all these aspects—assessing
the individual’s learning overall and also their capability to apply what they have learnt. It is not easy for assessments to measure the growth in focus, energy
and personal development of a leader—this is why the qualitative aspects need to be assessed in parallel with the quantitative aspects.
In Stage five—worksheet five, question 11 asks you to look at your approach to metrics and evaluate the ‘why’. Question 12 looks at the ‘how’ and the specifics
of ‘what’ to evaluate.
The Kirkpatrick Evaluation Model
The Kirkpatrick Evaluation Model provides a recognised
approach to measuring training, its impact on the learner and the
subsequent transfer of learning back into the organisation.
In Kirkpatrick's four-level model, each successive evaluation
creates a deeper picture of the success of the initiative being
evaluated.
Information from each level informs the next level's evaluation.
Thus, each successive level represents a more precise measure
of the effectiveness of an initiative. However, each successive
level requires a more rigorous and time-consuming analysis.
(Chartered Institute of Personnel and Development. 2007).
Level 1: Reaction: Evaluating the participant’s initial reaction to
the initiative
A favourable initial reaction suggests that the participants will be motivated to learn. You might evaluate the participant’s initial reaction via:

training evaluation sheets

face-to-face interviews

general participant comments while taking part in the initiative.
Level 2: Learning: Measuring the extent to which participants are learning
Learning should match to the initiative’s objectives, such as increasing skills or knowledge or changing an attitude and/or behaviour. You might measure the
extent of the participant’s learning via:

individual pre- and post-initiative tests for comparisons

observations and feedback by tutors, line managers and/or peers

assessment of action-based learning, such as role plays and work-based projects.
Level 3: Behaviour Measuring the extent to which the learning has been applied on the job
You might measure the extent to which the participant has applied their learning to their job via:

individual pre- and post-initiative tests or surveys

observations and feedback from others

focus groups to gather quick useful information and knowledge sharing

face-to-face interviews.
Level 4: Results Measuring the final results that have been achieved because of participation in the initiative (this includes a final evaluation of the initiative’s
objectives)
You might measure the effects on the business or organisational environment by observing:

tangible results: reduced costs, increased sales, increased profitability, reduction in employee turnover across a set period

intangible results: positive change in management style; increase in engagement levels of direct reports; positive changes in general behaviour;
favourable feedback from peers, subordinates, customer.
To create a truly sustainable leadership development strategy, it is important to look at the organisation as a whole. The leadership development strategy that
you design for your organisation needs to demonstrate how it will deliver value over the long term. Any successful strategy will clearly show that it has been
valuable and clear changes in performance will be apparent.
Sources and recommended reading
Better Public Services Advisory Group. (2011). Better Public Services: Advisory Group Report. November. Wellington: State Services Commission. Retrieved
18 September from: www.dpmc.govt.nz/sites/all/files/bps/bps-report-nov11.pdf
Cameron, K., Quinn, R. (1999). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Reading, MA: Addison Wesley
Longman.
Chartered Institute of Personnel and Development. (2007). The Kirkpatrick Evaluation Model. Retrieved 7 April 2009 from:
www.cipd.co.uk/train/ic/progs/_kpevalmdl?cssversion=printable
Chorn, N. (2004). Strategic Alignment. Australia: Richmond Ventures Pty Limited.
Corporate Leadership Council. (2006). Research Brief; What is succession management? Washington: Corporate Executive Board.
Fulmer, R. (2007). Keys to best practice succession management. HumanResources Magazine. Wellington: Human Resources Institute of New Zealand.
State Services Commission. (2015). Leadership Success Profile. Wellington: State Services Commission.
This is a component of the Creating a Leadership Development Strategy Toolkit
© 2016 Leadership Development Centre