This article concludes that common competencies, the fundamental knowledge and skills developed in traditional educational environments, are necessary but insufficient in the preparation of global leaders. Rather, human resource professionals, in partnership with management educators, are best positioned to identify and facilitate global leadership excellence by focusing on the identification and development of key personal characteristics or distinctive competencies. In particular, global leaders must be men and women of sound character. We further propose that “distinctive competencies” are best assessed through experience in the field. Recommendations are offered as to how competency‐based leadership development can be designed to address both common and distinctive competencies, with special attention to the individual's character. © 2006 Wiley Periodicals, Inc.

The authors present a case study of how Hezvlett-Packard is changing its culture under the direction of its new chief executive Carly Fiorina. Fiorina says her challenge is "to make sure HP represents the next century rather than the last one." To prepare for the future, company leaders saw the need to create a "New HP Way." Under the new way, all HP employees -but especially managers -must be leaders who generate enthusiasm and respond with extra effort to meet customer needs. They must personally accept responsibility and are encouraged to upgrade their skills and capabilities through ongoing training and development.

W hat's holding you back? Your hard work is paying off. You are doing well in your field. But there is something standing between you and the next level of achievement. Perhaps one small flaw-a behaviour you barely even recognise-is the only thing that's keeping you from where you want to be. Mentoring and coaching people who have been through setbacks, or are struggling to achieve some measure of success in their lives is one thing. But, teaching successful people, particularly holding up a mirror to them to show them what aspect of themselves they need to change is quite a challenge. Marshall Goldsmith has been successfully doing this for several years now, and is an internationally acclaimed executive coach. The Harvard Business Review asked Goldsmith, "What is the most common problem faced by the executives that you coach?" Inside, he answers this question by discussing not only the key beliefs of successful leaders, but also the behaviours that hold them back. He addresses the fundamental problems that often come with success-and offers ways to solve these problems. Goldsmith outlines twenty habits commonly found in the corporate environment and provides a systematic approach to helping you achieve a positive change in behaviour.

s leaders we always preach A teamwork, but we often excuse ourselves from its practiceand even more often fail to hold people in our organizations accountable for living this value.This inconsistency invites corporate cynicism, undermines credibility, and can sap organizations of their vitality The failure to uphold espoused values in general-and teamwork in particular-is one of the biggest fiustrations in the workplace. In our research, involving thousands of participants at more than 30 large companies, employees rated their manager's ability to "effectively deal with individuals whose behavior undermines teamwork" dead last among 92 elements of effective leadershp.

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