Peer-to-peer leadership development

One of the breakthrough ideas for 2006, as selected and described in the Harvard Bus. Rev., Vol. 84, Feb. 2006 at 56, could penetrate law departments. Devised and tested by the US Army, the idea encourages peers to share their experiences as leaders. Large law departments could look into this idea, and consortia of law departments might also test the waters.

Rather than informal social networks or structured training programs, the peer leadership development challenges notions of venerable elders and adds collegial emotional support. It also focuses on context-specific advice rather than on broadly applicable wisdom. It relies on exchanges of guidance rather than lectures – “the pour and snore approach.” The piece offers a website.

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