Garvey Group leadership as opposed to management

Question
1. What contribution can leadership as opposed to management development make to successful performance in the Garvey Group?
2. How can theory related to leadership inform leadership development in the Group?
3. How can and should HR professionals work with others within the Group to ensure effective leadership development?
Solution
Introduction
Currently, there is an increased number of literature that has focused on requirements of a new global leader. Particularly, Jokinen (2005); Stahl et al. (2012) noted on the need of generating fresh skills and experiences ideal for preparing people in meeting these challenges as part of global leadership and management. This is influenced by the fact that majority of the modern organisations significantly spends more time and resources in the provision of employees training on new equipment and software as opposed to the development of future-oriented managerial and leadership skills. Also, global business was primarily considered a purview of few large businesses. It is in this line that Tubbs and Schulz (2006) describe the need for developing a model for global leadership and competencies ideal for a successful implementation of a suitable leadership and management model. A similar phenomenon exists in Garvey Group which is a family-owned and hotel Company in Ireland with more than 13 stores and hotels in the south of the country. The organisation has prioritised on setting detailed learning and development for their managers which is implemented through leadership skills, decision making, strategic thinking and interpersonal skills all anchored on emotional intelligence.
What contributions can leadership as opposed to management development make to successful performance in the Garvey group?……………