2026-09-19T13:14:08Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/658172022-01-13T07:54:52Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
John Van Maanen.
Sanhueza, José A. (José Antonio)
Sloan School of Management.
Sloan School of Management
2011-09-13T17:56:37Z
2011-09-13T17:56:37Z
2011
2011
http://hdl.handle.net/1721.1/65817
750632506
Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 87-92).
The current environment demands a better quality of leadership in organizations. In order to improve leadership capabilities, companies can create leadership development programs. However, not all companies embrace leadership development programs. Those who do usually have several types of programs and treat these programs as part of their strategic plan to address challenges that companies are likely to face in the future. Reviewing the leadership research, I find there is a positive relationship between leadership development programs and organizational performance. Reviewing the leadership program research, I find that most leadership development programs were created in response to significant challenges organizations were facing. I present the MIT Sloan Fellows program, as an alternative program that some companies and individuals are choosing for leadership development. The program uses the Four Capabilities Model as a leadership theory, focusing on the tasks and capabilities needed of leaders. I administered two surveys to the Sloan Fellows Class 2011. Surveys results suggest some of the benefits the program provides to individuals and organizations. Among these findings, my evidence shows that a higher percentage of "leader companies" have leadership development programs, in contrast to "follower companies" that usually do not have leadership development programs.
by Jose A. Sanhueza.
S.M.
92 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Leadership development and its effects on organizational performance
Thesis
application/pdf
false
Publication
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<Abstract>The current environment demands a better quality of leadership in organizations. In order to improve leadership capabilities, companies can create leadership development programs. However, not all companies embrace leadership development programs. Those who do usually have several types of programs and treat these programs as part of their strategic plan to address challenges that companies are likely to face in the future. Reviewing the leadership research, I find there is a positive relationship between leadership development programs and organizational performance. Reviewing the leadership program research, I find that most leadership development programs were created in response to significant challenges organizations were facing. I present the MIT Sloan Fellows program, as an alternative program that some companies and individuals are choosing for leadership development. The program uses the Four Capabilities Model as a leadership theory, focusing on the tasks and capabilities needed of leaders. I administered two surveys to the Sloan Fellows Class 2011. Surveys results suggest some of the benefits the program provides to individuals and organizations. Among these findings, my evidence shows that a higher percentage of "leader companies" have leadership development programs, in contrast to "follower companies" that usually do not have leadership development programs.</Abstract>
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