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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, Chief Community Officer, The Japan HR Society (JHRS) |
松井義治(ヨシ) Ed.D., MBA, The Japan HR Societyチーフ・コミュニティー・オフィサー

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。





Yoshiharu Matsui
specializes in leadership and organization development leveraging his more than 12 years of marketing experience and 12 years of HR/OD experience. He provides executive coaching, leadership development, organizational change and marketing and sales development to help clients strengthen their business performance, organizational health and employee engagement.


(ヨシ)Ed.D., MBA 12年間のマーケティング経験と12年間の人事と組織開発の経験をもとに、リーダーシップ開発と組織開発を専門とする。エグゼクティブコーチング、リーダーシップ開発、組織変革、マーケティング及び営業力強化などを通して、顧客企業のビジネス成果・組織の健康・社員の能力と士気の強化を支援。


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