Abstract
The development of business leaders has consistently been regarded as one of the most critical managerial challenges across generations. A long-standing theory known as the “Experience Theory” posits that 70 % of leadership development stems from on-the-job experiences, 20 % from interactions with others, and 10 % from formal training programs. However, in light of the growing prominence of concepts such as reskilling and boundary-crossing learning, it is evident that adapting to major societal shifts, including digital transformation (DX), demands capabilities that extend beyond conventional job-specific knowledge. Leaders must now integrate new knowledge and perspectives, collaborate with diverse talent across organizational boundaries, and co-create innovative solutions. In today’s era of uncertainty, business leaders are required to make decisions at a higher level than those traditionally expected within their roles, raising questions about whether leadership based solely on the linear extension of job experience remains sufficient. This study explores significant career experiences that have led to the substantial growth of business leaders, conceptualized as “leap growth opportunities.” Specifically, it examines how interactions and learning outside the scope of daily work, which have historically received less emphasis compared to on-the-job experiences, contribute to the leap growth of business leaders. To elucidate this, interviews were conducted with senior leaders of major corporations to identify key leap growth opportunities and to evaluate the effectiveness of experiences and exchanges beyond their regular work domains. Additionally, this study discusses the potential roles of governments and industries in fostering environments conducive to creating such transformative growth opportunities.
