The International Journal of Professional Management - ISSN 20422341
Leadership Training: How to Improve Current Practice
Volume 15, Issue 1, January 2020
Jay McCloskey
jay.mccloskey@sky.com
Introduction
Organisations spend more money developing their leaders than on any other type of training and the budget is increasing (O’Leonard, 2014; Gibler et al, 2000). The consequences of not doing so are striking. Destructive leadership costs the US $23 billion annually through absenteeism and employee turnover, affecting 13.6% of all workers (Tepper & Duffy, 2006; Tepper, 2007). However, despite the huge spending on leadership development and the clear economic issues arising from poor leadership, the majority of organisations believe they have not trained their staff to be effective leaders (Leslie, 2009). Contrary to popular belief, employees generally enjoy training and believe it to be useful (Brown, 2005). However, through circumstances often out of their control, they are unable to use their new skills. Reasons range from unsupportive managers to a discouraging work environment, which can inhibit the learning transfer (Beer et al, 2016). Numerous studies have been conducted to investigate what can be done to improve the effectiveness of leadership training. Factors such as the location of the sessions, who attends or the type of feedback can have an impact.
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