LEADERSHIP DEVELOPMENT
When organisations acknowledge this transition and facilitate learning opportunities, the shift from employee to leader becomes intentional. Professionals gain tools for self-awareness, understanding others and comprehending organisational dynamics. They develop the capacity to influence without imposing, guide without controlling and build trust while achieving results. Leadership transcends a mere organisational position and becomes a practice shaped by knowledge, reflection and experience. Through this process, one idea becomes increasingly evident: the most effective employee is not always the most effective leader; yet with the right training, the best employee can indeed become the best leader.
organisations collaborate with the university in diagnosis, consulting and development processes. These interactions enable participants to understand leadership challenges directly within company and institutional contexts, enhancing practical relevance. Furthermore, contemporary leadership frequently occurs in environments influenced by innovation, technological change and the coordination of multidisciplinary teams. In these contexts, effective leadership requires managing uncertainty, integrating cross-disciplinary knowledge and making decisions amid ambiguity. The Centre for Innovation and Technology Management at ITESO supports this perspective by linking academic work with industry and societal projects. Exposure to such environments enables professionals to view leadership as the capacity to guide change rather than merely maintain routines. From this broader perspective, leadership is integrated into a larger system encompassing strategy, organisational culture, innovation and social responsibility. Professionals who develop leadership in this way recognise that their actions influence not only outcomes, but also the workplace environment and the opportunities organisations provide for members. Why investing in leadership development pays dividends When leadership is exercised with heightened awareness, its effects are evident. Teams gain clarity regarding goals, communication becomes more coherent and decision-making is more consistent. Leaders recognise that their behaviour serves as a model for others, shaping the environment through their communication and responses to challenges. For organisations, investing in leadership development enhances institutional credibility, supports the formation of valuable alliances and fosters collaborative, inclusive work environments. It also promotes responsible management aligned with values of human development, social commitment and long-term sustainability. Revisiting the examples given earlier, both the warehouse supervisor and the programming engineer encountered similar challenges. Their technical expertise provided opportunities for increased responsibility, but the new roles demanded different preparation. They needed to learn to guide others, coordinate efforts and make decisions impacting entire teams.
ITESO BUSINESS SCHOOL
Carlos Reynoso Núñez is a professor at the Department of Economics, Administration & Marketing at ITESO, Universidad Jesuita de Guadalajara, in Mexico. He is also the co‑ordinator of the university’s Basic Academic Unit in Organisational Behaviour & People Management. Reynoso holds a PhD in organisational management from Universidad Popular Autónoma del Estado de Puebla
Business Impact • ISSUE 5 • 2026
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