an article by Harry Gray (Dean at Grove International Business School, UK) published in Development and Learning in Organizations Volume 26 Issue 3 (2012)
Abstract
Purpose
This paper aims to challenge the notion that senior managers and executives have a set of “transferable skills” that can be successfully ported from one type of organization to another and even within the same organization.
Design/methodology/approach
The paper reflects on published information.
Findings
The paper calls for a different type of approach to developing senior managers and leaders that requires them to reflect on their own practice.
Originality/value
The paper draws the reader's attention to a potential underlying pattern in the failure of many senior appointments across different industry sectors.
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