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Sustainable effectiveness of a transformational leadership development program: an exploratory study (RV of 2008/24/EFE)

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This article explores the impact of a transformational leadership development program on the lives of its participants after a one year interval. We address three fundamental questions: (1) What does a transformational leadership program transform? (2) How does the change process occur? (3) How are behavioral changes maintained over time? We present the results of an exploratory longitudinal outcome study of a leadership development program for senior executives. Individual changes are evaluated both quantitatively, through test-retest results of a 360-degree survey across 12 key leadership dimensions, and qualitatively, through semi-structured interviews with the participating executives. We found that for a cohort of 11 participants, executives’ individual ratings had improved in several aspects one year after the end of the program. Participants’ self-assessment scores were significantly higher on key dimensions such as Rewarding and Feedback and Life balance. Ratings by observers showed a significant improvement on Visioning and Team-building dimensions. The elements of the program consistently cited by participants retrospectively as contributing positively to the change process were: involvement in group coaching, realistic action plans, acting out or experimenting with new behaviors, and subsequent follow-up with a partner from the cohort.

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en

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application/pdf

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http://flora.insead.edu/fichiersti_wp/inseadwp2009/2009-34.pdf

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Copyright INSEAD. All rights reserved