The boss in the bubble
By Professor Pierre Casse and Eoin Banahan (June 2007 Issue)
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There is little concrete evidence that leadership-development training has an impact on individual performance, and even less proof that the organisation generates a return on its investment in such training. Our experience in IMD (Lausanne), Kellogg (Chicago), IAE (Aix-en-Provence) and other educational institutions has convinced us that there are three critical issues:
- Those who are invited to participate in leadership development programmes are not well prepared and, in many cases, do not know why they are going through the training.
- It is almost impossible for leaders to implement what they have learned when they return to the field.
- In most cases there is no measurement of the impact of leadership development training on the leaders involved, their teams and their organisations.
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