The impact of a management training program for university administrators

Abstract

PurposeManagement training is perceived as one of the most effective ways to improve management skill, increase productivity and change corporate culture. To reap these perceived benefits, the University of Ottawa has delivered, since 2001, a Management Leadership Program (MLP) to better hone the core competencies of senior directors of administrative units at the University. The objective of this study was to evaluate the impact of this program on the participants in terms of learning, behavioural change and achievement of core competencies.Design/methodology/approachSemi‐structured in‐depth interviews.FindingsThe study found that informal learning strategies are the primary means by which University directors develop core competencies. However, the MLP provides a forum for informal learning through greater self‐awareness, the establishment and maintenance of social networks or social capital, for discussion and problem solving by senior managers and for the development and reinforcement of skills.Research limitations/implicationsGiven the time that has passed since the first training modules were completed, it is likely that internal validity will be affected by maturation. Further, because the number of subjects is small, semi‐structured interviews were used to elicit rich, highly informative data. Using multiple coders enhanced reliability.Originality/valueThis article provides insights into the particular development needs of university administrators and emphasizes the role of informal learning in management development and the importance of formal training as a forum for learning to occur. Also, the article highlights the critical role of social capital in management effectiveness