Building Leadership Development Programmes: Zero-cost to high-investment programmes that work; Copyright; CONTENTS; ACKNOWLEDGEMENTS ; Introduction: Why this book?; Reference; PART ONE: The Leadership Challenge; 01: The leadership context; The changing climate; What skills are required?; The importance of context; Keith Grint's Four-Fold Typology of Leadership; Moving away from individual to organization and culture; Work is changing; The social age; What does this tell us about leadership?; Conclusions; References; PART TWO: Improving the Paradigm. 02: Beyond the corporateuniversity: GE's CrotonvilleIntroduction; The background; Reimagining Crotonville; Start with the experience you want to create; What can we learn from Crotonville?; Conclusion; References; 03: Leadership on the edge: Discomfort as a learning experience; What is Foundation 2041?; Leadership and the Antarctic; The journey; A chronology of the expedition; What does a day look like in the Antarctic?; The elements of the leadership programme; More detailed examination of some of the participants; An engineer from the UAE; A student from the United States. A consultant from SingaporeA teacher from the UK; A senior NHS executive from the UK; An elementary school teacher from the United States; An oil and gas engineer from the UK; Did the initial promise of change last?; Follow-up and conclusions; References; 04: Rethinking executive leadership development: DeakinPrime; The context; What is different?; The core principles; Structure and critical success factors; 1. Initiation phase; 2. Discovery phase; 3. Engagement phase; 4. Action phase; 5. Super charge phase; Outcomes; Core lessons to take away; References. 05: Leadership as a catalyst for change: The example of the NHSThe context; NHS Leadership Academy programmes; The NHS leadership suite of programmes; How the programmes are structured; Components of the blended learning mix; Why each component was selected; The special contribution of blended learning; Core lessons; References; PART THREE: Changing the Paradigm; 06: Any time, any place leadership: BP's digital leadership development ; Digital age learning at BP; Capgemini: from virtualization to digitization; Leadership online at BP; The seven principles; How were the programmes organized? What did the programmes look like?How does it work?; The design principle; Stage I: Define; Stage II: Run research groups; Stage III: Design; Stage IV: Develop; Stage V: Deploy; Stage VI: Iterate; The digital offer; The app; Measurement of outcomes; Individual or community; Mentoring and expert input; The senior leaders programme; Points you should take away; References; 07: Leadership development as storytelling: Social leadership in a large company; Introduction and context; What is the structure?; What is the programme like?; Who runs the programme?; The lessons learned.