Retooling leadership development
| Date | 12 November 2018 |
| DOI | https://doi.org/10.1108/SHR-07-2018-0061 |
| Pages | 275-281 |
| Published date | 12 November 2018 |
| Author | Michael A. Couch,Richard Citrin |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
On another note
Retooling leadership development
Michael A. Couch and Richard Citrin
Abstract
Purpose –This paper aims to describes howproperly designed and executed leadership development
can makea difference, an approach the authorscall intentional development.
Design methodology/approach –By building unique connections among recent advancements in
human capital management and neuroscience, this paper proposes the components that any
organizationcan use to significantly improvethe return on their investment in leadershipdevelopment.
Findings –It is estimatedthat US companies spend over US$13bn annuallyon leadership development.
Match that number to the abundantresearch that finds most leadership development to be ineffective,
and the conclusionis a phenomenal amount of waste. Thesituation does not need to be that dire.
Originality/value –Following the practices of yesterday are not sufficient to build leaders needed for
now and the future.It is time to retool leadership development.
Keywords Human resource management, Talent management, Learning and development,
Human Capital, Leadership development, Neuroscience
Paper type Viewpoint
It is estimated that US companies spend over US$13bn annually on leadership
development (Wentworth and Loew, 2013). Match that number to the abundant and
growing research that finds most leadership development to be ineffective, and the
conclusion is a phenomenalamount of waste:
䊏A 2015 study by the BrandonHall Group found that 81 per cent of organizations said
that they were not very effective at developing their leaders, and that only 18 per cent
said that there leaders were very effective at meeting key business goals (Loew, 2015).
䊏In a survey conducted by the Ashridge Business School in the UK, only 7 per cent of se nior
leaders said that their organizations effectively develop global leaders (Git sham, 2009).
䊏A Corporate Leadership Council survey of 1,500 managers in 53 organizations around
the world found that 76 per cent felt that their learning and development functions were
ineffective in helping them achieve business targets (Mitchel et al., 2007).
䊏A 2017 survey by McKinsey found that only 11 per cent of 500 global executives felt
that their leadership development efforts achieved desired results (Feser et al., 2017).
䊏In 2017, CEO Challenge study conducted by the Conference Board, only 41 per cent of
global CEO’s felt that their leadership development efforts were of very high or high
quality (Mitchel et al., 2007).
The situation does not need to be that dire. Properly designed and executed leadership
development can make a difference. We have both been around long enough to see some
baby-step changes in learning and development that were helpful. We now see an opportunity
for a sea change, particularly in the ability to build the leaders needed for today’s unique
Michael A. Couch is
President at Michael Couch
and Associates Inc,
Pittsburgh, Pennsylvania,
USA. Richard Citrin is
President at Citrin
Consulting, Pittsburgh,
Pennsylvania, USA.
DOI 10.1108/SHR-07-2018-0061 VOL. 17 NO. 6 2018, pp. 275-281, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 275
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