Developing Leadership to Create the Future
Vol. 9, No. 1: July-October 2019

What's Inside

Publisher's Message
How Can HR Maximize Leadership Development for Organizational Performance?- Yoshiharu Matsui, Ed.D., MBA | ためHRはリーダーシップ開発をどう進めるか松井義治(ヨシ) Ed.D., MBA

The HRA OpEd
Developing Leadership to Create the FutureTaka Masutani |
未来を創生するリーダーシップの育成  舛谷 隆直

Lead Stories
Your First 100 Days as a CHRO: An Action-Oriented, Results-Driven TimelineMERCER | CHROのあなたが最初の100日間にすべきこと行動志向、結果重視の行程表とは・・・    マーサー 

The 6 Core Elements of Recruitment Mastery – Philip Carrigan | 採用の達人になるための6つの秘訣 フィリップ・カリガン

Feature Story
Defining Leadership in Your OrganizationCenter for Creative Leadership | 明確にしよう。貴社でのリーダーシップの意味 センター・フォー・クリエイティブ・リーダーシップ

Editor's Note

Editor’s Note- Hilda Nartea | エディターズノート-ヒルダ・ロスカ・ナルテア 


And many more...


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Publisher's Message

How Can HR Maximize Leadership Development for Organizational Performance? |

業績向上のためHRはリーダーシップ開発 をどう進めるか

Yoshiharu Matsui, Ed.D., MBA | 松井義治(ヨシ) Ed.D., MBA

As companies face dramatic disruptions, investment in leadership development across all levels of the organization has never been a more urgent, important mission of HR.| 企業が劇的なディスラプション(創造的破壊)に直面している今以上に、企業のあらゆるレベルでのリーダーシップ開発への投資がHRにとって緊急で重要な使命とされるときはない。

Translated from Japanese original

The U.S.-based Society for Human Resource Management (SHRM), industry experts and many other HR and talent development-related associations such as Aeon cite developing leaders as one of the most crucial elements for organizations. But why is developing leaders so important?


It is because company performance is in direct proportion to the quality of its leaders. In other words, if the quality of the leaders improves, organizational performance improves, and if the quality falls, so does performance. Disney Institute defines the chain of connections for improving organizational performance as follows:

Improvement in quality of leaders Improvement in members Improvement in service Improvement in customer satisfaction Improvement in performance

The veracity of this chain can be seen in the following findings from a global employee engagement survey conducted in 2000 by the analytics and advisory firm Gallup.

  • Organizational productivity is in direct proportion to the degree of employee engagement
  • Employee engagement is influenced by the quality of bosses

For these reasons, companies like General Electric (GE) that continue to post performance gains over the long term devote considerable time, effort and budget to developing their leaders. Their management team is also closely involved in developing the next generation of leaders.

Unfortunately, many companies spend large amounts of effort on strengthening their business plan and cutting costs as ways to increase performance and survive the competition, but do not devote much of their resources to developing their leaders. As a result, companies in many countries are not seeing their employee engagement rise, and they face challenges in growing their productivity and performance.

How is leadership development implemented in your organization? What kind of leadership development should be undertaken to produce sustained organizational growth?

As many talent development practitioners including the Association for Talent Development (ATD) state, training alone will not cause people to change or achieve growth. Education only becomes successful when it affects behavioral change, and studying does not automatically equate to increasing one’s knowledge. Data also suggests that 80 percent of training budgets are wasted, but why is this?

The leadership development institute Center for Creative Leadership (CCL) maintains that 70 percent of professional growth comes from practical experience on the job. You may learn new ways of thinking, knowledge and skills in a training program. But unless given opportunities to use this learning at work, you will not truly acquire it and the training will not be effectively utilized in the workplace. So not only is it important to have leadership development and training programs in place, it is also important to create ways to have people actually use the knowledge and skills learned in those programs in their workplace.

In addition, in the current environment in which myriad changes are constantly taking place and customer expectations are also rising, continuously growing organizational performance is not possible with leadership only demonstrated by top management. People at all levels of the organization must demonstrate leadership in their respective roles to quickly respond to changing conditions and customer needs. To do this, employees must undergo leadership development at an early stage instead of striving to acquire leadership skills only after becoming a manager.

Great leaders who continuously increase organizational performance do three big things. They 1) achieve the mission and strategy, 2) professionally develop their people, and 3) strengthen their organization’s capabilities.

In my previous career, I worked for four Western companies in various industries. One of them engaged in ongoing professional development of excellent leaders in this way. The company’s culture encourages employees to learn, achieve growth and then develop others soon after joining the company. Training was only a small part of its human resource (leader) development system.

The theme of this issue is “leadership development for future organizational success.” I hope this issue helps build understanding for what constitutes an effective leadership development system and approach. May it provide principles and insights that lead not to temporary improvements, but to sustainable and strengthened organizational performance as companies navigate economic conditions at risk of volatile change.




 リーダーの質の向上  メンバーの向上  サービスの向上  顧客満足の向上  業績の向上


  • 組織の生産性は、社員のエンゲージメントの度合いに正比例している。
  • 社員のエンゲージメントは上司の質によって左右される。



 皆さんの組織ではどのようにリーダー開発を実行されているのでしょうか? 持続的に組織を成長させるために、どのようなリーダー開発を行えばよいのでしょうか?




 継続的に業績を伸ばす、すばらしいリーダーは3つのことを行っています。それは(1) ミッションや戦略の達成、(2) 人材の育成、(3) 組織力の強化、です。



Editor's Note

Love, Leadership & Other Lores of HR | HRにおける愛・リーダーシップ・その他の知恵

Hilda Rosca Nartea | ヒルダ・ロスカ・ナルテア

Originally written in English

Some say good leadership is a lot like love. It entails doing good for the other’s sake; it’s an act of will as well as of empathy (mind and heart). There are triumphs and tragedies, there is building the future together and there is working through the essential monotony of the everyday. In this case, love here is less about fuzzy feelings, but more about the serious work of making human connections and evidence-based, humane decisions.

Research professor Brené Brown’s two-decade study calls for vulnerability, the courage to lead with the whole heart exposed. A longitudinal study by Sigal Barsade and Olivia O’Neil posits that a culture of love leads to improved workplace outcomes, while leadership and organizational behavior advisor Duncan Coombe suggests the framework of LoveOS, where love is an operating system that powers up strategy, finance, HR, the entire organization. Author John Hope Bryant writes about love-based leadership as the way to business and personal success, while James Kouzes and Barry Posner in their book “The Leadership Challenge” propose: “The best-kept secret of successful leaders is love: staying in love with leading… Leadership is an affair of the heart.”

While this stance on leadership is not really new, it’s still deemed unconventional. A growing body of work though believes it as key to navigating the changing world of the workplace. VUCA – that military acronym contemporary organizations have adapted to describe their situation as well – no longer describes just the battlefield or just the workplace. Instead, it is the new, everyday reality for people across the world facing dramatic change on several and simultaneous levels, from politics to culture to the economy to the natural environment and so on. 

An evolving world means evolving workplaces too, and so for HR this means anticipating, dealing with, and hopefully influencing how these big, ongoing changes affect the way people work today. To make things more interesting, HR is facing all these disruptions while juggling the “same old” challenges on engagement, performance reviews, recruitment, and so on. As Managing Editor Yoshiharu Matsui notes in a discussion with SHRM CEO Johnny C. Taylor, Jr., employee engagement scores around the globe have not changed much in the past 19 years, making it important to determine how HR professionals can make a real disruption in the real world today.  

Expectedly, all these developments will affect the work HR does in leadership building. How? That is the question this issue of The HR Agenda aims to investigate.

In his editorial and the cover piece for this issue, Taka Masutani thoughtfully and deftly weaves leadership development in organizations with the current global climate, where there must be no hiding of inconvenient truths anymore, and where moral and ethical paths have never been more important.

The Center for Creative Leadership shares the core action steps to undertake the important task of defining leadership in an organization, while Mercer speaks to emerging HR leaders with a step-by-step guide to navigating their first 100 days as a CHRO.

Meanwhile, Knowledge@Wharton smashes myths on what leaders can do to really help employees improve, as Philip Carrigan reveals how leadership development can begin even during the hiring phase.

For our AskHR section, our in-house experts answer how HR can help frontline managers become more effective leaders, while our HR legal columnist provides some guidance on the new law for the promotion of Work Style Reform. Similarly, the Country Focus section looks inwardly as it details what the Reiwa Era may mean for organizations and HR in Japan.

Finally, Yoshiharu Matsui in his column asks the urgent and crucial question of how HR can use leadership development as a platform for improving organizational performance, and in the process of asking also revealing real-world lessons on sustainable, strengthened employee and organizational performance.

Some might say, for such is the language of good leadership/love: connections, innovation, respect, authenticity, service, humor, asking the tough questions. After all, true leaders do not simply manage change – they make it happen.






 予想されるように、これらの発展は、リーダーシップ構築に当たるHRの仕事に影響を与えるだろう。それはどのような手順を踏むのだろうか。この問いこそ、「The HR Agenda」の今号が探求するテーマにほかならない。








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