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New Challenges for International Leadership
Positioning the United States for the 21st Century
America is producing too few future leaders who combine substantive depth with international experience and outlook. Managers with a broad strategic vision are in short supply. This Issue Paper reports the results of two surveys--one with top managers in government and for-profit and not-for-profit organizations on the capacities they seek in the professionals they hire and how they nurture them; the other with deans of public policy, international relations, and business schools. Among the authors' conclusions: The government should make the hiring process quicker and more transparent, and make it easier for people to move across agencies and to enter laterally from other sectors. The non-for-profits should think about developing human resources and develop more innovations in building specialized "dual expertise." The for-profit sector should ask whether the mismatch is real between the strategic leaders organizations say they seek and the hiring decisions that actually result, and should think of the other sectors as partners in developing leaders. The university sector should rethink ways to give students a grounding in thinking and acting across cultures and should treat leadership as a serious subject. Actions by all sectors will be enhanced if they are done together, as part of a bold national program.
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