The use of discrete computer simulation modeling to estimate return on leadership development investment

Systemic leadership development: impact on organizational effectiveness

“…A lack of empirical evidence of the relationship between LDPs and organizational effectiveness is apparent in prior research (Richard et al, 2014); and while this study was an exploration it still adds value to expanding the existing knowledge of LDP impacts on organizational level outcomes. Organizational leaders are vital drivers of strategy and can use the findings from this study to support the investment of LDPs not only for individual employee development but also in support of the overall organization.…”

“…Minimal research exists that examines the contribution of leadership development to organizational effectiveness while much is researched on the outcomes of leadership development for individuals. The outcomes for the organization, as a result of leadership development, centered around organizational effectiveness remains largely unexplored (Richard, et al , 2014; Day et al , 2014).…”

The Leadership Knowing-Doing Gap: A Phenomenological Exploration

“…Baldwin & Ford, 1988;Blume et al, 2010;Goldstein & Ford, 2002;Hutchins et al, 2010) and evaluating leadership development initiatives (e.g. Avolio et al, 2010;Militello & Benham, 2010;Richard et al, 2014) offers promising advances to the fields. By exploring what the leadership knowing-doing gap experience is like for leaders and how incidents of the gap may stand in the way of leadership action, this study further emphasizes the need for follow up on leadership development (Day, 2000;Day et al, 2014) particularly in terms of examining how it translates into real practice in organizations.…”

“…However, despite the rising interest in leadership development (Day, 2000;Day, Fleenor, Atwater, Sturm, & McKee, 2014), building knowledge about leadership often remains an end in itself, with comparably little attention paid to how managers experience transferring their leadership learning into leadership action in organizations (Blanchard, Meyer, & Ruhe, 2007;Blume, Ford, Baldwin, & Huang, 2010;Pfeffer & Sutton, 2000). This may be aided by a general lack of follow-up to determine the effectiveness of leadership development for the desired positive impacts on the attitudes, behaviors and performance of managers (Avolio, Avey, & Quisenberry, 2010;Collins & Holton, 2004) and the return on leadership development investment in organizations (Avolio et al, 2010;Richard, Holton Iii, & Katsioloudes, 2014).…”

“…While some research exists on evaluating standalone leadership development interventions (e.g. Avolio et al, 2010;Lester, Hannah, Harms, Vogelgesang, & Avolio, 2011;Militello & Benham, 2010;Richard et al, 2014), and on the transfer of leadership learning from episodic leadership training (e.g. Johnstal, 2013;McCall, 2010;Warhurst, 2012), the extant literature appears to overlook the experience of transferring ongoing leadership learning from various sources of leadership development (Day, 2011a).…”