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This version was published on May 1, 2008
Advances in Developing Human Resources, Vol. 10, No. 2, 258-284 (2008)
DOI: 10.1177/1523422307313332

Scenario Planning as Developing Leadership Capability and Capacity

Rochell R. McWhorter

Lindale Independent School District in Lindale, Texas

Susan A. Lynham

Texas A&M University, Nelson Mandela Metropolitan University in South Africa

Dorothy E. Porter

United Independent School District in Laredo, Texas

Documented scenario planning projects report a diverse cross section of organizational members. Yet most projects involve executive and senior management teams as their primary participants. Given the participation of higher-level organizational members, a question arises as to whether the scenario planning process is useful in developing leadership capability and capacity within an organization. The implied link between scenario planning and the development of leadership capability must first be described, understood, and substantiated before it can be assumed to be of strategic utility to organizations and fields of practice. This article presents the outcomes of an exploratory inquiry into the association between scenario planning and leadership. Initial discoveries suggest that the development of leadership capability and capacity are reasonable expected outcomes of scenario planning and tentatively positions scenario planning as a strategic tool in human resource development.

Key Words: scenario planning • leadership development • strategic leadership


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G. N. McLean and T. M. Egan
Applying Organization Development Tools in Scenario Planning
Advances in Developing Human Resources, May 1, 2008; 10(2): 240 - 257.
[Abstract] [PDF]