Establishing formal programs to develop leadership at all levels is a priority … the more companies do to develop leaders, the greater their financial success on shareholder return, growth in net income, growth in market sales and return on sales.
(Watson & Wyatt, 2000 in James & Burgoyne, 2001: 16)
Bass (1990) expressed an unequivocal view that effectiveness has been shown through citing a comprehensive review of published research on leadership training (Latham, 1988) and argues that Latham’s review substantiates the efficacy of leadership training.
Support for effectiveness of leadership training is associated with particular theories of leadership where training evaluation is measured against specific criteria of the respective theory (for example, Blake & Mouton, 1982; Bass & Avolio, 1989).
However, each of these approaches represents a rather narrow component of the phenomenon of leadership (Wexley & Baldwin, 1986) and improved managerial effectiveness may relate to improved interpersonal skills rather than the use of the respective leadership model (Yukl, 1998).
For example, Ready and Conger (2003) cite an organization that: offers a new leadership training program approximately every two years based on a current best-selling book. The programs to date include training experiences designed on the basis of well-known books by respected researchers, such as Stephen Covey’s ‘The Seven Habits of Highly Effective People’, Peter Senge’s ‘The Fifth Discipline’ … and Daniel Goleman’s ‘Emotional Intelligence’.
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