It is not a secret that many leadership development programs are not producing intended results, and the majority of first-time managers are ineffective. Even though organizations prioritize leadership development, most companies recognize that their programs need improvement in selecting and developing first-time managers. Perhaps it is time to reconsider the assumptions that these programs are based on. First, while organizations tend to promote high-performing individual contributors, the mindsets of an effective individual contributor do not translate to effective leadership mindsets. Second, leadership development programs generally assume that new managers can change behavior by focusing on skill development. These programs fail to identify, name, and address the underlying mindsets that influence individual action. In this article, I highlight research on leadership and leadership mindsets that can replace the flawed assumptions of underperforming leadership selection and training programs. Building on leadership mindset research, I make recommendations to help organizations better select and train new managers.

许多领导力发展计划没有产生预期的结果，而且大多数初次上任的经理效率低下，这已经不是什么秘密了。尽管组织优先考虑领导力发展，但大多数公司都认识到他们的项目在选择和培养新任经理方面需要改进。也许是时候重新考虑这些程序所基于的假设了。首先，虽然组织倾向于提拔高绩效的个人贡献者，但有效的个人贡献者的心态并不能转化为有效的领导心态。其次，领导力发展计划通常假设新经理可以通过专注于技能发展来改变行为。这些计划未能识别、命名和解决影响个人行为的潜在心态。在本文中，我强调了有关领导力和领导力思维方式的研究，这些研究可以取代表现不佳的领导力选拔和培训计划的错误假设。基于领导心态研究，我提出建议，以帮助组织更好地选择和培训新经理。