The Top‐flight initiative at British Airways – Part 2

Second of two articles focuses on cultural and attitudinal factors that are potential stumbling‐blocks to corporately driven initiatives for systematic change. Considers short‐term versus long‐term time perspectives and corporate versus departmental interests. Discusses the British Airways leadership development programme including issues of selection versus position in the company. Considers the role of the manager of potential participants and concludes that the greatest effort must be concentrated on the issues affecting career choices and progression.