Over the past decade, several key studies have noted that organizations that invest in leadership development perform better than those that don’t. Yet, despite the correlation between investing in leadership development and improving financial performance, the theory and practice of what works to develop leaders and leadership is hotly contested by academics and practitioners alike. This in-brief research report distills seventy-five years of theory and practice in order to offer learning professionals broad perspective and some insight into the relationship between effective leadership development and its impact on attracting and retaining talent as well as improving organizational performance and agility.
The article is organized around a series of questions:
The article includes a three-page bibliography for further reading as well.
“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”Annette RollsLeadership Development Program Designer, Boeing
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“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata