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Research Data
In 2002 a Global Leadership survey into the use of leadership training programmes was conducted by the US Society for Human Resource Management. Results indicated that organisations used a variety of programmes and methods to develop and train future leaders:
- 57% of respondents used external leadership development programmes (universities, executive education / professional organisations);
- 51% made use of internal leadership training programmes;
- 48% used temporary stretch assignments to enable employees to acquire new competencies;
- 47% utilised international assignments to offer diverse experiences;
- 45% used external leadership training programmes, for example, those provided by consultants;
- 41% made use of job rotation;
- 40% made use of a demanding assignments to test leadership potential and develop management skills;
- 22% used formal mentoring programmes;
With regards to how potential leaders are identified the respondents reported:
- 67% had an internal process enabling managers to recommend individuals;
- 65% used a performance management system;
- 49% used senior management to select potential candidates;
- 42% hired leadership talent from outside the organisation.
The Canadian government carried out a study of eight high performing research organisations and found a variety of leadership development initiatives in use. These included:
- Developing new leaders with appropriate skills in research and management by providing opportunities for people to move back and forth in both areas;
- Providing on-going development opportunities through exchanges, deployments, attendance at professional conferences, and participation in international working groups;
- Providing opportunities for peer recognition and awards, including internal award programmes, publication in scientific journals, patents, membership on prestigious external committees;
- Encouraging the people with most potential to pursue promising new research by offering incentives for being creative and innovative;
- Developing non-technical skills through specific training programmes;
- Identifying, attracting and developing talent, using strategies such as:
- Strengthening links with universities through sponsored university research;
- Staying at the cutting edge by engaging in collaborative research projects with universities;
- Using experienced researchers to coach and mentor young researchers;
- Ensuring appropriate career progression by using career planning;
- Preparing potential managers to move into key positions by having succession plans and developmental programmes in place;
- Building bridges to future talent pools through activities with schools, colleges, and universities.
A study by the World Economic Forum and Booz Allen & Hamilton surveyed thousands of executives to identify characteristics shared by the leaders of successful companies and found effective leaders:
- Changed what they do, not who they are;
- Were trusted because their behaviour is consistent;
- Involved others in decision making when and where appropriate;
- Showed respect for followers by telling them the truth.
As a result of the study Booz Allen & Hamilton cited twelve key systems for institutionalising leadership:
- Vision/strategy - the extent to which corporate strategy was reflected in goals and behaviours at all levels;
- Goal setting/planning - the extent to which challenging goals were used to drive performance;
- Capital allocation - the extent at which capital allocation decisions were objective and systematic;
- Group measurement - the extent at which actual performance was measured against established goals;
- Risk management - the extent to which risk was measured and mitigated;
- Recruiting - the extent to which the best talent was tapped;
- Professional development - the extent to which employees were challenged and developed;
- Performance appraisal - the extent to which individual appraisals were used to improve performance;
- Incentives/compensation - the extent to which financial incentives were used to drive desired behaviours;
- Decision-making - the extent to which decision-making authority was delegated to lower levels;
- Communication - the extent to which management communicated the big picture;
- Knowledge transfer - the extent to which necessary information was gathered, organised and disseminated.
In 2002 Hewitt Associates, Illinois surveyed CEOs and HR Executives representing 240 major U.S. based, multinational companies in order to gauge the effectiveness of formal leadership development processes. The survey found that 86% of organisations had formal processes to develop leaders, but only 8% indicate their processes are very effective or effective, with 62% somewhat effective, and 30% believing their processes were slightly or not effective in achieving objectives.
Some of the methods used in these organisations to develop high-potential leaders included internal leadership training (92% of respondents), followed by early identification of leaders and special project teams (75% each). To assess leadership behaviour and ability, organisations predominantly used manager-assessment tools and "360 degree" feedback.
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