Purpose
The purpose of this paper is to answer the research question: what recent experiences – other than undertaking training and development programmes – do mature managers and professionals regard as important for their development as leaders?
Design/methodology/approach
A survey was issued to mature managers and professionals, asking them to rate the contribution of certain experiences to their recent development of leadership capabilities, and to provide qualitative data on the most important experiences.
Findings
The experience that was rated most highly in developing leadership capabilities was “tackling a significant challenge or challenges”, followed by “taking, or contributing to, major decisions”, and then by “taking on new responsibilities”. Controlled interventions such as coaching/mentoring, appraisal feedback, and temporary new responsibilities were awarded relatively low ratings.
Research limitations/implications
The sample was drawn from graduates of an executive master’s degree, who are likely to have positive attitudes to self-development and to learning from experience.
Practical implications
The findings can be used to help mature leaders, and those who facilitate leadership development, to identify and use experiences that may develop leadership capabilities.
Originality/value
There are few recent studies on the kinds of experiences that are perceived to develop leadership capabilities of mature managers and professionals.
PurposeThis paper examines the impact of a training intervention designed to develop and encourage the use of coaching skills in a small arts-based organisation, and assesses the factors that appear to have influenced this impact.
Design/methodology/approachThe programme, its effects, and factors that influenced its impact, were assessed through ongoing feedback and evaluation, and through information gathered in a focus group and in one-to-one interviews with participants at the conclusion of the programme.
FindingsThe programme had individual and organisational benefits, including improved skills in communication and problem solving, and a better understanding of a range of problems affecting the organisation. Factors enabling these benefits included participation of senior managers in the programme, and coaching practice that focused on real workplace issues. Factors limiting these benefits included a lack of a clear statement about the purpose of the programme.
Research limitationsThis relates to a programme within a single organisation, and the findings may not be generalisable.
Practical implicationsThrough training individuals in coaching skills it is possible to improve the skills needed for cooperative working and joint problem solving. A corporate training programme in coaching skills can surface a range of organisational problems, and enable progress to be made in tackling them.
Originality/valueThere is little empirical research evaluating the impact of training in coaching skills. This paper identifies how such training can develop leadership skills, and indicates practical factors that may enhance or limit the impact of the training.
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