ABSTRACT
This chapter explores the connection between leadership and organizational performance. It outlines the implications for leadership development. Dinh contend that the dearth of knowledge on how leaders create effective organizations stems from a focus in research on the leaders and their qualities, rather than how they change processes in other individuals, groups or organizations. The findings have been subject to practitioner review by 20 Human Resources (HR) and Learning and Development (L&D) practitioners taking part in a leadership research discovery day. For business leaders and change practitioners, quantification of contribution will serve to guide investment and development decisions. The businesses studied were: TechCo, an IT hardware company; BankCo; AeroCo, aviation engineering; and FMCGCo. Respondents in FMCGCo alone appeared to not only have an accurate perception of sources of leadership influence but leadership attributions were much more evenly spread across management levels.
