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Five Paradoxes of Leadership Development

Five Paradoxes of Leadership Development

Published 23rd May 2013

Organisations in Asia face a challenge: how can they produce enough leaders to drive business growth in this fast-moving region? As the speed of business growth continues to outpace the speed of leadership growth, organisations that produce leaders quickly will have a strong competitive advantage.

In 2012, the Human Capital Leadership Institute (HCLI), together with the Center of Creative Leadership (CCL), launched a study on “Developing Top Leaders for a Globalised Asia”. It sought to understand impactful practices which can fast-track the development of leaders who have the potential to operate at the C-suite in 5 to 10 years’ time.

When we shared our findings with business leaders, most of them agreed conceptually with these findings. At the same time, they struggled to actually implement them. We were asked to conduct research that can help bridge this “knowing-doing” gap, which is how this report came about. 

We seek to bridge the knowing-doing gap, at both the individual as well as the organisational levels. Our research objectives include:

  • Identifying behavioural examples that best illustrate each paradoxical insight
  • Elaborating on the importance of each insight
  • Uncovering the challenges that prevent leaders from implementing these insights
  • Generating solutions for overcoming these challenges
  • Helping our readers start to implement these insights

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