Leadership, management, and derailment

Abstract

Purpose This paper examines the relationship among leadership skills, management skills and individual success and failure in formal organizations. Design/methodology/approach A model is presented depicting the interactive relationship among the three variables and explaining why some high potential employees suffer derailment while other individuals with similar skills continue to develop and achieve organizational success. Findings The model indicates that there is not one combination of management and leadership skills related to individual success. Practical implications Developmental activities should be ongoing regardless of the individual's level in the organization. Originality/value This paper synthesizes several streams of research into a coherent model that can be used as a guide for leadership development activities.

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