Full Description

Over 300 utility managers participated in a leadership development process conducted byTAP Resource Development Group (TAP Resource) between 1998 and 2006. To betterunderstand utility leadership, TAP Resource has studied the results of the leadership assessmentportion of the development process.All of the organizations determined that their core Strategic Focus was one of OperationalExcellence so the study primarily looked at the leadership style most appropriate for this type oforganization. The results of this study present a number of important conclusions, the mostsignificant being the following:a large percentage of utility leaders are not taking a proactive role in theoperation of their organization, they apparently cannot or believe they cannotsignificantly influence the direction or results of their organizations; and,there is a definite lack of focus on results, on making things happen, and on followingthrough in the creation of the vision for the organization.The first pattern may be creating a significant barrier to the development of effective leadershipand the second will definitely inhibit the utilities from implementing the vision, the kind oforganization that they want and need to create.The answer to this problem, based on this study, is that leaders must begin to proactivelyinfluence the direction and results of their organizations. Instead of taking a generic approach toleadership development, programs must be implemented that develop leaders aligned with theneeds of the organization. Utilities should implement organizational performance systemsdesigned to institutionalize performance and results within the organization. Includes 7 references, tables.

Product Details

Edition: Vol. - No. Published: 11/01/2008 Number of Pages: 6File Size: 1 file , 730 KB