Krafting leaders

Krafting leaders

Vishwanath V., Blenko M. Strategy & Leadership,2006, Vol. 34 No. 1, Start page: 49, No. of pages: 2

Purpose – This article outlines what other firms can learn from Kraft Foods’ successful leadership training program. Design/methodology/approach– This case study of leadership development at Kraft Foods identifies the key elements of the firm’s program of schooling junior managers. Findings– The five key best leadership development practices at Kraft are: give up-and-coming managers bottom line responsibility; allow broad leeway in how they meet their targets; school managers in the art of influence, as distinct from merely issuing orders; promote collective achievement, not the desire to be in the spotlight; and create significant roles for talented people who are not made to be leaders. Practical implications – It may be possible for many companies to successfully adapt and adopt Kraft’s basic approach. After all, any company can give young managers the chance to think and start taking on the responsibility chief executives. Originality/value – Kraft management alumni are much sought after by other firms looking for talented managers. This article analyses why they are successful and suggests ways other firms can emulate their approach.ISSN: 1087-8572DOI: 10.1108/10878570610637894Article type: case studyReference links: 0Forward reference links: 0Article URL: www.emeraldinsight.com/10.1108/10878570610637894

Keywords: Collectivism, Leadership development, Management training,Responsibilities