Check out our Management Kits blog posts on leadership development:

• Three kinds of management skills - one way to build them: Management skills fall into three broad categories: technical management skills, people management skills, and self management skills. Developing management skills must follow practice-based and experiential approaches that take into account how the different kinds of skills are interdependent.
• Virtual teams: what to look out for: In virtual teams, the basics that make teams effective still apply. However, virtual team leaders need to take care of some adaptations and watch out for particular challenges that virtual teams face, and they must be mindful of their opportunities.
• Why self-directed teams require more leadership, not less: Self-managing organizations usually get rid of single team leader or boss roles. And yet, in such decentralized, self-organizing teams, leadership often becomes more important. We discuss why this is the case - and the implications for leadership development planning.
• Develop your leaders and your organization: Organizational development (OD) and leadership development (LD) are mostly discussed as different disciplines that have distinct sets of frameworks, tools, and practices. Understanding their relationship and commonalities can inform approaches to aligning or even integrating OD and LD when managers, consultants, and business partners work to boost organizational performance.
• A framework for leadership development planning: Leadership development programs require a healthy amount of strategizing and planning in order to be effective. A systematic approach pays off, by focusing leadership training programs and other development activities on the specific strategic context and your organization’s key leadership development goals.
• Where to start your leadership development initiative? Consider its platform: any leadership development program needs ans anchor in the organization.
• No networks, no leadership: Leadership is what happens within dynamic relationships between leaders and followers (forget formal boss roles for the moment). Fostering organizational networks is a precondition for empowering leadership.
• Leadership development programs should have a strong link to an organization’s enterprise strategy: synchronize your leader development work with your organization's objectives and goals.
• Why there is no one-size-fits-all in leadership development: Wouldn’t it be great if there was the one and only model for developing leadership in organizations? Well, there isn't.
• Six issues to avoid in getting actionable leadership feedback: Since publication we would add a seventh recommendation: uncover your blind spots and ask people for what you may have missed.
• How to evaluate leadership development programs: introducing the Kit's tool detailing six quantitative and qualitative evaluation approaches for leadership development initiatives.
• Why leadership development on-the-job fails and how to get it right: In many leadership development initiatives training leadership skills off-the-job still gets the majority of program planners’ attention - and that is a problem.
• ‘I know it when I see it’ – three understandings of leadership and their consequences: Every experienced manager will 'know leadership when she sees it'. One could let the matter rest with that, if definitions wouldn’t have consequences. But they do.
• Defining leadership: There are three main streams in leadership research that are worth considering to better understand and develop leadership in practice. Which one do you follow?
• A Leadership Development glossary: a glossary of key terminology relevant for our business design work on leadership development. From adaptive leadership to transformatinoal leadership.
• Leadership in high-performing teams is shared leadership: Managers need to take risks allowing shared leadership to happen - and get out of the way in a productive fashion.
• Leadership development – addressing young leaders’ challenges: The first transition to a leadership role is crucial in a leader’s career because it starts the process of learning to learn leadership.
• What leadership and management have in common: Management and leadership have often been viewed as contrasts. Here are two key commonalities that allow for a more productive approach towards organizing.
• Building leaders – A canvas for leadership development: What leadership development research teaches us – three key research streams to incorporate in LD efforts.
• How to set-up co-leadership: Often in the case of co-leadership the question of how to set it up is as important as if and when to have shared leadership.