Leadership and management are the two most confused terms in the corporate world, with both used interchangeably in the corporate parlance. One is thought to be the replacement of the other. Although, management or managers and leaders are two different spheres in an organisational environment, at many places both of them overlap each other. So, we will look at the various aspects of leadership and management with respect to the company GE (General Electric) and see how the two integrate while maintaining the disparity to make this organisation number one enterprise and importantly the best training or developmental ‘school’ for future leaders and managers. To discuss, the management and leadership development, the paper will first critically discuss the current literature on leadership development, focusing on the two leadership developmental processes, leadership training (Flowers 2004) and leadership development programs. Then the paper will delve into pros and cons of each process to judge whether both the leadership development processes can work effectively with specific emphasis on GE.
In recent years the importance of leadership in the organisation has become an area of principle interest. Leadership has been noted to impact corporate culture (Ruchlin 2004), employee commitment and response (Chiok 2001) and the overall performance of the organisation (Peterson, Smith, and Martorana 2003). A precursory overview of the current literature on leadership in the organisation suggests that there are currently two different programs that are utilized for improving the outcomes of leadership: leadership training (Flowers 2004) and leadership development programs (Pernick 2001). While each type of program appears to have the same intent in terms of optimizing leader efficiency, both types of programs are different with each having pros and cons. With the realization that optimizing leadership in the organisation is such an important, there is a