Conclusion

Abstract

This dissertation’s objective was to investigate the role of leadership development for strategy realization in MBFs. The overall guiding research question was how leadership development practices impact the realization of cross-business value creation on a corporate level. Acknowledging the important role of middle managers’ activities and their social capital for strategy realization, three sub-questions were derived based on the existing literature: (1) How does social capital contribute to middle managers’ cross-business collaboration activities and how is it developed? (2) In which way do leadership development experiences most likely allow middle managers to develop the necessary social capital for valuable cross-business collaboration? (3) How can corporate human resources management align leadership development practices to foster cross-business value creation? The following paragraphs provide a brief summary and review of the dissertation’s contents and findings.