ABSTRACT
This chapter focuses on leadership development from the individual to the organization and the business. Such individual-centric activity is largely tactical in nature, more management development (MD) than organization development (OD), and somewhat detached from the business agenda. Glatter identifies the important task of those in formal leadership positions of creating organizational climates that encourage rather than stifle bottom-up innovations, initiated and driven by informal leaders. The distinction between individual and organizational ways of conceiving of development somewhat mirrors that of strategic human resource management's (HRM) growth over the last 30 years from the platform of traditional personnel management. In the 1980s the computer manufacturer Digital was experiencing uncomfortable relationships in its management team in the UK. Research undertaken by the Chartered Institute of Personnel and Development (CIPD) found that 'many organizations are putting their performance at risk because management development itself continues to be a victim of poor management practice, disconnected from the imperatives and challenges of the enterprise'.
