Leaders are promoted for their abilities to "bring in the numbers," take tough stands and create strategic plans.
But when they bomb -- as 35 per cent do -- it is usually because of lousy people skills, according to new research by Development Dimensions International Inc. (DDI), a Pittsburgh-based consulting firm.
Even the most driven executive will have trouble delivering financial results if no one is following his or her lead, says DDI, reporting on a global survey of 4,559 leaders and 944 HR professionals.
While most of the leaders participating in the survey -- from front-line managers to chief executive officers -- sought and welcomed their promotions, they acknowledge that about 25 per cent of their organizational plans or strategies fail because "they are not appropriately executed or implemented."
Many report that they were promoted for their technical skills but could use more help developing leadership skills. However, 68 per cent describe themselves as "self-made" leaders.
There was a seat-of-the-pants quality to their answers when DDI asked these managers how they acquired their skills and knowledge. In order of importance, the survey respondents cite: observing others, trial and error on the job, guidance from their current supervisors, reading, advice from co-workers and peers, and formal training.
First-time leaders, in particular, "feel poorly prepared for their roles and are struggling with the transition," says DDI in its report, Leadership Forecast 2005/2006: Best Practices for Tomorrow's Global Leaders.
Source: VIRGINIA GALT - WorkPlace Reporter, The Globe and Mail, October 15, 2005. For the complete article, go to: http://globecareers.workopolis.com/servlet/Content/fasttrack/20051015/RCAREER15?section=HomePage