Abstract
Despite progress in the development of leadership development models over recent years, these models fail to account for the differentiation in leadership training and development (LTD) practices found between organizations. We conducted an exploratory, multiple case study of formal leadership training and development in 10 organizations, in different business sectors in the United Kingdom. We show that the strategic focus of LTD was shaped by the business goals pursued by these 10 organizations. We also found the strategic focus of LTD to be a broad contingency factor differentiated by level of impact, which then influenced the pattern of LTD delivery. The findings offer support for a contingency perspective in explaining how leadership training and development is configured in differing organizational contexts. © 2014 Wiley Periodicals, Inc.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
