Over 300 utility managers participated in a leadership development process conducted by
TAP Resource Development Group (TAP Resource) between 1998 and 2006. To better
understand utility leadership, TAP Resource has studied the results of the leadership assessment
portion of the development process.
All of the organizations determined that their core Strategic Focus was one of Operational
Excellence so the study primarily looked at the leadership style most appropriate for this type of
organization. The results of this study present a number of important conclusions, the most
significant being the following:
a large percentage of utility leaders are not taking a proactive role in the
operation of their organization, they apparently cannot or believe they cannot
significantly influence the direction or results of their organizations; and,
there is a definite lack of focus on results, on making things happen, and on following
through in the creation of the vision for the organization.
The first pattern may be creating a significant barrier to the development of effective leadership
and the second will definitely inhibit the utilities from implementing the vision, the kind of
organization that they want and need to create.
The answer to this problem, based on this study, is that leaders must begin to proactively
influence the direction and results of their organizations. Instead of taking a generic approach to
leadership development, programs must be implemented that develop leaders aligned with the
needs of the organization. Utilities should implement organizational performance systems
designed to institutionalize performance and results within the organization. Includes 7 references, tables.
| Edition : | Vol. - No. |
| File Size : | 1
file
, 730 KB |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 6 |
| Published : | 11/01/2008 |
