To understand Dr. Conger and the evolution of his thought processes over time, the best place to start would be his Curriculum Vitae. This CV is found on the website for the University of Southern California, Marshall School of Business Link to PDF...
A couple of points of interest:
- He is a Harvard graduate in Organizational Behaviour. His doctoral thesis was on "Charismatic Leadership in Business".
- He worked in Montreal for 10 years approximately starting as an assistant professor at McGill and ending as a Professor of Management in Organizational Behaviour (1995).
- He teaches at the London Business School and the University of Southern California - Center for Effective Organizations
Reading through his publications, books, chapters in books the broad patterns of his research and practice come out:
- Charismatic Leadership
- Training Leadership
- Board and CEO performance and Improvement
- Leadership Change
- Leadership and the Spirit
Now for some references:
- BusinessWeek Oct 15, 2001 edition. Dr. Conger is ranked 5th in the Top Management Gurus. Link to article...
- Excellence 100: Feb 2005 edition of Leadership Excellence. Dr. Conger is ranked 27th. There are many excellent articles in the edition Link to PDF... which could be found on Eileen McDaragh's web page (www.eileenmcdargh.com)
- Thought Leadership and "Coaching for Leadership Development In this article The Coaching Landscape by Linkage Link to PDF..., you will find a "survol" of coaching trends and Linkage's view on the profession of coaching and trends in coaching.
A couple of excerpts and summaries picked randomly:
Winning 'Em Over: A New Model for Managing in the Age of Persuasion.
Four steps are provided building credibility, finding common ground, developing compelling positions, and connecting emotionally--that he contends will help managers more effectively direct their employees toward this goal (Link to source...)
In Learning to Lead, London Business School professor Jay Conger usefully identifies four key components for leadership development initiatives, whether university based, independently managed, or company sponsored: (1) develop and refine teachable skills; (2) improve conceptual abilities; (3) tap into the individual's personal needs, interests and self-esteem, and (4) help participants see and move beyond their interpersonal blocks.
Link to source...
The 2001 Conference Board report, “Developing Business Leaders for 2010”, explores a variety of experimental approaches companies are using to develop leadership skills for the future. A selection of these are reprinted below for your information (Copyright The Conference Board): Link to article...
A number of companies are moving beyond today's best practices to explore new ways to meet anticipated leadership needs. Jay Conger, Val Markos, and Jim Shanley all suggest that the highest development leverage in the next decade will come primarily from refining and implementing existing best practices in leadership development. But those interviewed did highlight some potential new approaches that can amplify and extend these practices.Experimental approaches include innovative ideas not yet developed, newly developed approaches that are still experimental, and the refinement of existing approaches. These emerging interventions can be grouped into four basic categories:
- Adaptations of current practices — apprenticeships, sponsorships, group mentoring, off-site retreats;
- Technology enabled — executive chat rooms, thought leader access, e-learning advances,e-mentoring/shadowing, business simulations;
- Renewed emphasis — decision making, scenario planning, self-awareness, work/life balance; and,
- Outside positions/projects — "loaning" employees, projects with charitable organizations, community leadership.
To finish off