Training takes root when the boss has been, too

Abstract

PurposeThis paper seeks to understand what contributes to the transfer back to the workplace of soft‐skill leadership training.Design/methodology/approachThe study draws on information from a study carried out at Vancouver Island Health Authority, Canada.FindingsThe paper reveals that the greatest inhibitor to transfer appears to be the fear of breaking cultural norms and the most important remedy, the number of other managers who receive the training. In particular, having one's boss take the same training is strongly associated with post‐training utilization.Practical implicationsThe paper points to the need to plan for the rapid diffusion of training, and for cultural‐change processes to run in parallel with leadership‐development courses.Originality/valueThe paper shows that some people are motivated to transfer their training back to the workplace because the organization has “invested” in them.