Turning managers into leaders: assessing the organizational impact of leadership development

Citation

Dexter, B. (2008), "Turning managers into leaders: assessing the organizational impact of leadership development", Development and Learning in Organizations, Vol. 22 No. 1. https://doi.org/10.1108/dlo.2008.08122aad.001

Turning managers into leaders: assessing the organizational impact of leadership development

Turning managers into leaders: assessing the organizational impact of leadership development

Dexter B., Prince C. Strategic Change, August 2007 Vol 16 No 5, Start page: 217, No of pages: 10

Purpose – The purpose of this paper was to assess the impact of a leadership development programme on middle managers within a UK city council organization. Design/methodology/approach – The paper questions the assertion that “business education has made almost no impression on practising managers and has failed to impact on business performance”. Describes a leadership development programme instigated by Derby City Council in conjunction with the Derbyshire Business School, focusing on its population of middle managers. Briefly reviews contemporary literature on management development and leadership before providing contextual information on the development and content of this programme. Explains that a qualitative methodology was used in the evaluation research project, drawing on information from the learning logs completed by participants and interviews with their line managers. States that semi-structured interviews were used to elicit stories about how the Leading Manager programme might have made an impact at organizational level and that a thematic analysis was then undertaken using the categories of knowledge, skills and attributes. Findings – Discusses the individual and organizational benefits that line managers perceived to have been delivered by the programme. Provides examples demonstrating contribution to better processes and project management; more effective team working; development of networks and collaborative working; and improved self-management. Originality/value – The paper shows how one leadership development programme for middle managers not only contributed to individual development, but also led directly to organizational improvements.ISSN: 1086-1718Reference: 36AY711

Keywords: Leadership, Management Development, Management Effectiveness, Training