This article aims to discuss who should take responsibility when it comes to harnessing and developing leadership qualities.
The authors sought the possible existence of unique features in the developmental process of leaders, comparing a group of individuals perceived as leaders with another group distinctly perceived as non‐leaders.
The evidence collected seems to indicate that theory and research in the psychology of learning, and social and developmental psychology, can provide a firm conceptual base for institutionalized processes of leader development.
The briefing saves busy executives, researchers and parents alike hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
