Authors: Vishwanath, Vijay; Blenko, Marcia

Source: Strategy and Leadership, Volume 34, Number 1, 2006 , pp. 49-50(2)

Publisher: Emerald Group Publishing Limited

Abstract:

<B>Purpose</B> - <IT>This article outlines what other firms can learn from Kraft Foods' successful leadership training program.</IT> <B>Design/methodology/approach</B> - <IT>This case study of leadership development at Kraft Foods identifies the key elements of the firm's program of schooling junior managers.</IT> <B>Findings</B> - <IT>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.</IT> <B>Practical implications</B> - <IT>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 responsibility chief executives.</IT> <B>Originality/value</B> - <IT>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.</IT>

Keywords: Collectivism; Leadership development; Management training; Responsibilities

Document Type: Research article

DOI: http://dx.doi.org/10.1108/10878570610637894

Publication date: 2006-01-01

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• Previously published as The Antidote

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