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Developing Leaders from Within: Closing the Leadership Gap Through Intentional Growth Opportunities

Jonathan H. Westover, PhD
Jun 27
5 min read

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Abstract: This article examines how organizations can effectively bridge leadership development gaps by nurturing internal talent rather than relying on external hiring. Drawing on research demonstrating that internally developed leaders show higher motivation, better cultural alignment, and improved retention rates, the article explores three key strategies: meaningful mentorship programs that pair high-potential employees with senior leaders; rotational leadership experiences that build well-rounded "T-shaped leaders" with both depth and breadth of skills; and accelerated leadership tracks offering stretch assignments for rapid development. The article highlights successful implementations at companies like KPMG, Cisco, Microsoft, and Citi, while emphasizing the importance of diversity in leadership development to achieve superior business outcomes. It concludes that a holistic approach to internal talent development yields significant advantages in creating engaged, aligned leaders equipped with the specific capabilities needed for organizational success in today's complex business environment.

As organizations face increasing complexity and challenges in today's business landscape, the need for strong leadership has never been more critical. However, bridging the gap between current leadership capabilities and what is needed can seem like an immense challenge. With such pressures, many companies fall into relying on external hires to fill leadership roles rather than cultivating internal talent. Yet research shows that developing leaders from within offers significant benefits when done intentionally and holistically.

Today we will explore how organizations can best bridge the leadership development gap by providing meaningful growth opportunities for current employees through mentorship, rotational programs, and accelerated leadership tracks.

The Research Foundation: Why Develop Internally?

According to studies on leadership development best practices, organizations that prioritize growing leaders from within see stronger outcomes than those relying primarily on external hiring. Motivation and culture fit tend to be higher for internally developed leaders who already understand the company's values and direction (Copeland, 2016). Retention is also improved when employees feel they have opportunity to advance their careers internally rather than looking externally (Kaiser et al., 2015). Perhaps most importantly, internal leadership programs allow companies to cultivate the specific leadership capabilities they need most through tailored experiences and mentorship rather than hoping external hires possess the required skills and fit (Charan et al., 2011). Overall, the research shows intentional internal development yields more engaged, aligned leaders and a stronger leadership pipeline for succession planning.

Meaningful Mentorship: Building Leaders One Relationship at a Time

No leadership development effort is complete without mentorship. Formal mentorship programs allow organizations to pair high-potential individuals with senior leaders who can provide coaching, sponsorship, and wisdom from experience (Ragins & Kram, 2007). At KPMG, mentors help protégés like Sara P. better understand the firm's culture while gaining exposure to new clients and leadership insights from a trusted guide (KPMG website). And at Kimberly-Clark, the CEO Advisory Council pairs senior executives with high-performers for one-on-one mentoring to accelerate leadership growth (Kimberly-Clark website). When implemented effectively, mentorship is an important internal development best practice that fosters future leaders one relationship at a time.

Rotational leadership experiences that immerse participants in different functions, businesses, or geographies can be highly beneficial development opportunities. Rotational programs expose emerging leaders to varied perspectives and skill sets while building broader networks - important capabilities in today's matrixed organizations (Charan et al., 2011). When done intentionally through programs like those at Cisco and Booz Allen Hamilton, rotations cultivate "T-shaped leaders" with both depth in core competencies and breadth of perspective across boundaries. This makes participants more well-rounded and better equipped to tackle complex, interconnected challenges as their careers advance.

At Cisco, the Leadership Excellence Acceleration Process (LEAP) rotational program spans 18-24 months with 3-6 month assignments (Cisco website). Participants gain experience leading diverse teams and tackling cross-functional challenges. Similarly, Booz Allen Hamilton's Leadership Acceleration Program rotates participants every 6-9 months to develop understanding across lines of business and geographies (Booz Allen website). These experiences create "T-shaped leaders" with depth in core competencies and breadth of perspective - highly valuable as organizations tackle complex, interconnected problems.

Accelerated Leadership Tracks: Providing Stretch Assignments and Responsibilities

While mentorship and rotations cultivate well-rounded leaders over time, some high-potentials may be ready for accelerated growth trajectories. Accelerated leadership tracks provide these individuals with stretch assignments, responsibilities, and support to develop faster for critical roles. At Microsoft, the Accelerated Leadership Program engages high-potentials in challenging projects typically reserved for more senior levels while pairing them with executive mentors and coaches (Microsoft website). Similarly, Schneider Electric's International Accelerated Development Program selects top talent for temporary international assignments combined with training to build proficiency in a compressed timeframe (Schneider website). When candidates demonstrate readiness, these accelerated tracks can expedite internal leadership succession while keeping top performers engaged.

Cultivating Diverse Leader Perspectives

While the focus of internal development is growing all talent pipelines, intentional efforts to cultivate diversity of experiences and backgrounds is especially important. A 2019 McKinsey study found that more diverse companies financially outperform industry norms, and gender-diverse executive teams see 21% higher returns on equity (Hunt et al., 2019). Progressive programs incorporate diversity, equity, and inclusion goals. At Citi, leaders partner with employee networks as mentors in the Diverse Leaders Program (Citi website). And Shell's accelerated LEAD program reserves spots specifically for women, aiming to double the number of female vice presidents by 2025 (Shell website). Holistic internal development views diversity as a strength, intentionally cultivating the leadership talents of all employee groups.

Conclusion

While external hiring will always play a role, research clearly shows the benefits of intentional internal leadership development. When implemented through meaningful programs like rotational assignments, accelerated tracks, and diverse mentorship, organizations are best positioned to fill leadership pipelines with engaged, aligned leaders primed for success. This holistic approach to growing talent from within yields retention, motivation, and culture fit advantages while ensuring leaders possess the specific skills required as organizations evolve. Leaders themselves become investigators, constantly honing their ability to develop others alongside their own growth. Through commitment to the continuous development of all employees, organizations can successfully bridge leadership gaps and cultivate internally what is needed to thrive in complex business realities.

References

Charan, R., Drotter, S., & Noel, J. (2011). The leadership pipeline: How to build the leadership powered company. (2nd ed.). Jossey-Bass.
Copeland, M. K. (2016). The impact of authentic, ethical, transformational leadership on leader effectiveness. Journal of Leadership, Accountability and Ethics, 13(3), 79-97.
Hunt, V., Layton, D., & Prince, S. (2019, January 15). Why diversity matters. McKinsey & Company.
Kaiser, R. B., Hogan, R., & Craig, S. B. (2008). Leadership and the fate of organizations. American Psychologist, 63(2), 96–110.
Ragins, B. R., & Kram, K. E. (2007). The handbook of mentoring at work: Theory, research, and practice. Sage Publications.

Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

Suggested Citation: Westover, J. H. (2025). Developing Leaders from Within: Closing the Leadership Gap Through Intentional Growth Opportunities. Human Capital Leadership Review, 22(3). doi.org/10.70175/hclreview.2020.22.3.7