Getting Executive Development right

Abstract

Explores the requirements of successful executive development programmes and looks at three superior examples in the USA. Describes how extensive CEO involvement is essential and that leading companies believe they must build their programmes from scratch. Notes that the executive development programme must be linked with the corporation′s business strategies and that both internal and external on‐the‐job assignments are essential. Concludes that many of today′s corporations have recognised that effective executive development programmes are vital to their success.

Citation

Hartnagel, L. and Kleiner, B.H. (1990), "Getting Executive Development right", Executive Development, Vol. 3 No. 3. https://doi.org/10.1108/09533239010004687