The Leadership Gap

Weiss, David S.; Molinaro, Vince
July 2005
Leadership Gap - Business Book Summaries;2005, Vol. 1 Issue 1, p1
Book Summary
Book Summary
Because leaders must shape their organizations, build teams, drive results, and inspire their employees to deliver value, leadership is a critical source of competitive advantage in today's economy. However, Weiss and Molinaro's research has found that many senior executives have little confidence that their organizations, both in the private and the public sectors, possess this kind of leadership capability. Despite widespread investments in management and leadership education, there appears to be a wide gap between actual leadership practices and the results needed to succeed in changing business environments long term. This short fall in talent, capability, development, and values-the four interrelated aspects of leadership-is a significant factor in the weakening of leadership capacity in many organizations. Drawing on their extensive research and experience in the field, the authors present The Leadership Gap, a practical strategic guide to the Holistic Leadership Framework, which consists of six integrated elements: (1) customer leadership, (2) business strategy, (3) culture and values, (4) organizational leadership, (5) team leadership, and (6) personal leadership. These six elements define the kind of leadership capacity needed organizations in the new business environment and form the foundation for developing the comprehensive perspective required to bridge the critical talent, capability, development, and values aspects of the leadership gap. It is a perspective that informs the uniquely balancing premise that, leaders must take responsibility for developing their leadership capacity, while the organization stands accountable for providing leadership development and managing key leadership talent. Thus, The Leadership Gap provides distinct value in its acknowledgement that leadership, by definition, is comprised of more than one dimension. By offering a very thorough analysis, which gives equal prominence to each dimension (talent, capability, development, and values), the book clearly illustrates the interdependent nature of these various aspects and how this interdependency is critical in forming the leader-organization partnership required to build leadership capacity. This integration represents a dynamic process-one that forms a comprehensive, holistic foundational template for leadership development. And, as relevant, real-life examples demonstrate, when organizations operate within this framework, they are able to build out leadership capacity along multidimensional tracks that leave no critical success factor of leadership untapped.


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