Summary of Results

Within the limitations of the sample and procedures, it seems reasonable to summarize the results of the study as follows:

1. Five types of experiences were identified by successful CVAs as most helpful to their development as leaders: (1) new positions that offer new and/or increased responsibilities; (2) special start-up work assignments; (3) handling personnel problems like conflicts and firings; (4) being mentored, counseled, supported; and (5) working with a supervisor. When these experiences came during their careers was considered significant by just 30% of the respondents.
2. These experiences were perceived to provide five major kinds of opportunities for leadership development: (1) the challenge of new and/or complex tasks or problems; (2) the chance to learn new ideas, practices, insights; (3) the opportunity to apply and practice skills and knowledge; (4) encouragement and confidence building; and (5) exposure to positive role models.
3. The five major kinds of leadership development opportunities identified were most frequently perceived to result in the development of the following eight leadership qualities: (1) communication (listening, oral, written) skills; (2) administrative/ management knowledge and skills; (3) unspecified interpersonal skills; (4) team building skills; (5) sensitivity, respect; (6) confidence, self-acceptance; (7) a broader perspective about the organization; and (8) the appropriate use of leadership styles.
4. Men tended more than women to initiate their challenging experiences, and were more frequently motivated by the risk of failure and/or by the interest and excitement generated by the experience. On the other hand, challenging experiences for women came more often from new and complex tasks, where they had the support of superiors and/or other positive role models, or from job stress and barriers they perceived to accomplishing the tasks. Further, more men than women used their on-the-job experiences to improve their team building, motivational, and use of leadership styles qualities, while more women than men felt they improved their insightful, networking, and organizational skills.
5. With two exceptions, men and women agreed upon the qualities most frequently perceived to have been improved by on-the-job experiences. Women included networking and organizing rather than team building and using appropriate leadership styles among the seven most frequently perceived improved qualities. It is also noteworthy that a higher proportion of women than men reported gains in insightful, while a higher proportion of men than women indicated the quality of motivating others to have been developed.
6. The five most frequently recommended types of experience for future leaders were (1) mentoring, counseling and advocate support; (2) formal training programs (e.g., leadership academy); (3) internships; (4) various special assignments (while on-the-job); and (5) simulations/case studies. Missing from this list were three of the most frequently mentioned types of on-the-job experiences that respondents had reported were effective in developing their own leadership abilities: (1) providing new and/or increased responsibilities, (2) special start-up assignments, and (3) handling personnel problems like conflicts and firing.
7. Men and women differed somewhat in their recommendations for the types of experiences that future leaders should have. A higher proportion of women than men favored mentoring, counseling and advocate support as well as formal training programs and simulations/case studies. A greater proportion of men than women favored internships.
8. Six perceived developmental aspects were identified most frequently as emanating from the recommended types of experience: (1) chance to learn new ideas, practices, insights; (2) freedom to make decisions and mistakes; (3) opportunity to apply and practice skills and knowledge; (4) challenge of new and/or complex tasks or problems; (5) exposure to positive role models; and (6) opportunity to plan and/or reflect (feedback provided). Four of these six perceived developmental aspects emanating from the recommended experiences were among the five most frequently mentioned developmental aspects respondents reported as having been effective in their own leadership development experiences.
9. Men and women differed on three of the six most frequently perceived developmental aspects of the recommended types of leadership development experiences. A higher proportion of women than men anticipated new and/or complex tasks or problems to be a motivating aspect. A greater proportion of men than women anticipated the opportunity to learn new ideas and skills to be a facilitating aspect, while a greater proportion of women than men anticipated that the freedom to make decisions and mistakes would be a facilitating aspect.