The Leadership Outlook: Leadership Perspectives From The Middle

The Conference Board of Canada, 64 pages, April 28, 2017
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This report is the second in The Leadership Outlook series. It focuses on the distinctive role and outlook of middle managers within Canadian organizations with respect to organizational leadership.

Document Highlights

In 2016, The Conference Board of Canada released its first leadership benchmarking report—The Leadership Outlook: Leadership Driving Organizational Performance. The report focused on the primary drivers of organizational leadership and examined the role of leadership in competitive organizational performance. The Leadership Outlook: Leadership Perspectives From The Middle, is the second report in the leadership series. It focuses on the distinctive role and outlook of middle managers within Canadian organizations with respect to organizational leadership. The report explores how mid-level leaders differ from senior organizational leaders, how they are impacted by senior leaders at differing levels of leadership performance, and what organizations operating at differing levels of the leadership effectiveness spectrum are doing differently to support their middle managers. The results were attained by implementing the Conference Board’s Leadership Performance Index—a proprietary organizational assessment tool that is based primarily on the behaviours and activities of organizational leaders.

Table of Contents

EXECUTIVE SUMMARY

Chapter 1–Introduction: Why Emphasize the Middle Manager Perspective?

  • About This Report

Chapter 2–The Report Card on Leadership

  • Bridging the Leadership Gap
  • Summary

Chapter 3–The Link Between Leadership and Performance

  • Perceptions of Leadership Effectiveness
  • Summary

Chapter 4–The Impact of Strong Organizational Leadership

  • Leadership Performance Driver 1: Alignment and Culture
  • Leadership Performance Driver 2: Capacity for Change and Innovation
  • Leadership Performance Driver 3: Trust and Relationship Building
  • Summary

Chapter 5–Leadership Development Practices: Leadership Alignment, the Level of Use, and Effectiveness

  • Summary

Chapter 6–Conclusions

Appendix A–Survey Methodology and Respondent Profile

Appendix B–Key Performance Areas Relative to Competitor Organizations by the Leadership Performance Index

Appendix C–Bibliography

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