HELPING MANAGERS AND HIGH-potential contributors develop better leadership skills can be a critical part of building organizational capabilities — but for many companies, leadership development programs are falling far short. Those responsible for selecting such programs often struggle to show how their spending has produced significant, enduring changes in participants’ individual capacities or collective outcomes, yet operating executives continue to fund these efforts without requiring such accountability.¹ The result: a massive leadership development industry in which few distinguish between snake oil and effective healing potions.
Our review of leadership development programs (LDPs) at several dozen business schools around the world illustrates the typical shortcomings.² Few program directors we surveyed could identify how the design and evaluation of their leadership development offerings consistently meet scientific standards of desired impact. Instead of documenting improvement in participants’ capabilities, for example, the majority (70%) said they settle for positive reactions to the program or evidence of knowledge gained, at least in the short term (63%). None linked their programming to changes in participants’ career trajectories, followers’ attitudes or performance, or team- or organization-level outcomes.
Diese Geschichte stammt aus der Winter 2024-Ausgabe von MIT Sloan Management Review.
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Diese Geschichte stammt aus der Winter 2024-Ausgabe von MIT Sloan Management Review.
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