Balancing Individual Aspirations and Organizational Needs in Leadership Development at Brighten Inc.
Writing Style Guidelines and Parameters:
Case responses should not exceed 4 pages this total does not include cover page and References page). All writing for the Case should adhere to APA formatting regarding spacing (double-spacing), font style (Times New Roman) and font size (12), cover and references page. Responses to case questions must be accurate, detailed, and substantive. Students must support their responses to case questions using in-text citations when me dea orguole to wnich ev are referring is pasecun the course text or another source. Students. in addition to the course text. mav include other sources to strengthen their case question responses. Students should be careful to use credible and scholarly resources. Failure to approximate responses using the above guidelines will result in a lower point total for this component of the course. Spelling, grammar, syntax, punctuation, writing mechanics, and over clarity and accuracy are also evaluated.
Signature Assignment # 3: Case Study Essay:
Case context
You are the director of the internal corporate leadershio develooment institute atBrighten, Inc. This Institute provides management and leadership development and training for high potential women and men across the company. With a company that employs some 30,000 employees and with 10 locations across the US, Canada, and Europe, there is a continual need for a pipeline of promising talent. One of the more popular "training tracks" requires a rigorous two-year commitment where the first ear is spent learning senior management skills around people development and cultivating engagement. The second year focuses on leadership strategies, influence, and effective partnership practices that advance the corporate vision and mission
As a 10-year member of the organization and now, as the director of this powerful and prestigious program, you are, at any one time, familiar with a number of emplovees who are enrolled in the institute. Occasionally, these emplovees ask it they can be fast-tracked through (bypass) some of the training in order to graduate quicker so they can take advantage of unique opportunities and continue their upward climb through the company ranks. Typically, the individuals that approach you are people with whom you are familiar and whom you respect.
Balancing Individual Aspirations and Organizational Needs in Leadership Development at Brighten, Inc.
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Balancing Individual Aspirations and Organizational Needs in Leadership Development at Brighten, Inc.
Introduction
As the director of the internal corporate administration development institute at Brighten Company, I am often approached by capable employees who seek to be fast-tracked through the company's two-year leadership development program. While fast-tracking may seem engaging to specific individuals seeking opportunities, there are crucial factors to consider when making such decisions. This case study highlights the potential implications of fast-tracking employees. The case also addresses concerns related to individual training, the impact on the larger company, the perception among other employees, and the credibility and ethics of the company's program.
If they are fast-tracked, what will they miss in their management and leadership training that could be a liability to colleagues and direct reports?
Suppose employees at the company are fast-tracked through the leadership development program; In that case, they may miss a handful of needed skills from the first year, such as learning management skills and cultivating engagement around people. Additionally, the participants could miss the skills in the second year, which focuses on leadership strategies, influence, and effective leadership practices