One of management''s biggest challenges is finding new leaders,
and one of the questions that arises in this quest is whether to
bring in ＂new blood＂ and fresh ideas or take advantage of
＂home-grown＂ experts already acclimated to an organization''s
corporate culture. The current labor shortage and a greater
willingness by younger workers to change jobs have only added to
this challenge. Recent books such as High Flyers: Developing the
Next Generation of Leaders 1998 and Hidden Value: How Gr
內容簡介：
An updated and revised version of the bestselling The
Leadership Pipeline – the critical resource for how companies can
grow leaders from the inside.
In business, leadership at every level is a requisite for company
survival. Yet the leadership pipeline –the internal strategy to
grow leaders – in many companies is dry or nonexistent. Drawing on
their experiences at many Fortune 500 companies, the authors show
how organizations can develop leadership at every level by
identifying future leaders, assessing their corporate confidence,
planning their development, and measuring their results.
New to this edition is 65 pages of new material to update the
model, share new stories and add new advice based on the ten more
years of experience. The authors have also added a "Frequently
Asked Questions" section to the end of each chapter.
在21世纪的新经济时代，全球经济格局、经济增长模式、全球化人才标准、领导者角色和工作内容都在发生根本性的改变，企业正从市场驱动型成长、创新驱动型成长发展到领导力驱动型成长。
企业要想获得成功，就必须在各个领导层级拥有出色的领导者。然而，企业内部培养领导人才的传统模式，常常缺乏系统性和完整性。由拉姆
·查兰和史蒂芬·德罗特等编著的《领导梯队》有效地解决了上述问题，指导企业成功应对今天的商业环境带来的挑战。“领导梯队模型”源自通用电气等世界卓越企业的最佳实践，对于企业制定领导人才继任计划和培养各级领导人才具有重要的指导作用。
相关视频：
關於作者：
Ram Charan is an advisor to many of the world''s top CEOs and
corporate directors. He is author or coauthor of sixteen books
including the New York Times bestseller Execution. He has also
taught at Wharton, the Kellogg School of Management, and GE''s
Leadership Center. He has degrees from Harvard Business
School.
Stephen Drotter is CEO of Drotter Human Resources, a global
network that specializes in CEO succession; executive assessment,
selection, and development; and corporate-level organization
design. He was one of the original designers of GE''s succession
planning process and ran Human Resources at INA Corporation and
Chase Manhattan. He has a degree in economics from Amherst
College.
Jim Noel is a retired consultant and leadership coach who
assisted companies in the selection, assessment, and development of
key leadership teams. He is a former manager of Executive Education
and Leadership Effectiveness at GE.
拉姆·查兰是在全球范围内声誉卓著的公司董事会和CEO的咨询顾问，同时也是畅销书作者和杰出的教授。他对商业问题的卓越洞察，以及提出的实用解决方案深受企业领导者的推崇。
查兰在通用电气公司克劳顿维尔的“杰克·韦尔奇领导力发展中心”和沃顿商学院从事了三十年的教学工作，获得过克劳顿维尔和西北大学凯洛格管理学院的最佳教师的荣誉称号。
查兰拥有哈佛商学院的MBA和DBA学位，获得贝克学者奖（Baker Scholar）。
史蒂芬·德罗特是德罗特人力资源公司的首席执行官，该公司为全球范围内的众多客户提供高管继任计划、领导绩效和组织设计等服务。斯蒂芬在组织与管理方面拥有长达45年的经验。曾任通用电气公司组织与管理发展负责人，是通用电气继任计划系统的早期设计者与实施者之一。
詹姆斯·诺埃尔是一位独立咨询师和领导力教练。曾任乔治华盛顿大学通识教育学院的助理院长，通用电气公司克劳顿维尔领导力发展中心高管培训和领导效能开发经理、花旗银行高管培训部门副总裁。同时，詹姆斯还是三本领导力书籍的合著者，其中包括《领导阶段》和《行动学习》，此外，他还是《Pfeiffer
2008年鉴：领导力开发》的合编者之一。
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