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Leadership Management

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25 views4 pages

Leadership Management

Uploaded by

SamiaHameed
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Leadership and Management Development Initiatives

Effective leadership and management development initiatives contribute significantly to the

future of organisations. Leaders must constantly improve their skills and stay abreast of new

challenges in the dynamic business world (Kouzes & Posner, 2023). The assessment of the

effectiveness of leadership and management development initiatives should be carried over by

organisations wishing to build long-term success. Positive indicators which would point to

successful leadership initiatives would be; high achieving culture, higher staff satisfaction

ratings, low rate of leavers, vacancies oversubscribed, and financial results, stretch targets met or

exceeded.

Value-Added KPIs Value-added KPIs are quantitative metrics that directly relate to

organizational goals and performance (Verhaelen et.al, 2021). These KPIs are beneficial as they

provide clear, measurable outcomes of leadership initiatives, like increases in revenue, market

share, or customer satisfaction. They offer tangible evidence of the ROI in leadership

development programs (Phillips, Phillips, & Ray, 2020). However, the limitation lies in their sole

focus on quantifiable outcomes, which may overlook qualitative aspects of leadership, such as

improved team morale or enhanced problem-solving skills (Verhaelen et.al, 2021). Additionally,

attributing these improvements directly to leadership initiatives can be challenging, as multiple

factors usually influence business outcomes.

Employee Involvement and Satisfaction Employee involvement and satisfaction are critical

indicators of the effectiveness of leadership development. Engaged employees are often more

productive, innovative, and committed. This approach aligns with the Kirkpatrick Model's Level

3 (Behaviour), which assesses changes in behaviour and application of learning in the workplace

(Kurrohman, Utomo, & Widokarti, 2023). The advantage of focusing on employee satisfaction is

the insight it provides into the organizational culture and how well leaders foster a positive work
environment. However, measuring satisfaction can be subjective, and high satisfaction doesn't

always correlate with high performance (García et.al 2019). Furthermore, it's difficult to

establish a direct cause-and-effect relationship between leadership development and employee

satisfaction.

Effective Succession and Retention Rates Succession planning and retention rates are practical

indicators of the success of leadership development initiatives. A robust succession plan, as part

of leadership development, ensures long-term organizational stability and readiness for change.

High retention rates often reflect effective leadership and a positive organizational culture (Ali &

Mehreen, 2019). However, external factors like market conditions can also influence retention

rates, making it challenging to isolate the impact of leadership development. Additionally,

succession planning can be limited by a lack of diversity in the leadership pipeline, which may

not reflect the broader workforce or market.

Thus, while value-added KPIs, employee involvement and satisfaction, and effective succession

and retention rates are potent indicators of successful leadership and management development

initiatives, each comes with its benefits and limitations. It's essential to adopt a balanced

approach that combines quantitative and qualitative measures, informed by key theories like

Kirkpatrick’s model, to comprehensively evaluate these initiatives.


References

Ali, Z., & Mehreen, A. (2019). Understanding succession planning as a combating strategy for

turnover intentions. Journal of Advances in Management Research, 16(2), 216-233.

García, G. A., Gonzales-Miranda, D. R., Gallo, O., & Roman-Calderon, J. P. (2019). Employee

involvement and job satisfaction: a tale of the millennial generation. Employee Relations:

The International Journal, 41(3), 374-388.

Kouzes, J. M., & Posner, B. Z. (2023). The leadership challenge: How to make extraordinary

things happen in organizations. John Wiley & Sons..

Kurrohman, T., Utomo, K. W., & Widokarti, J. R. (2023). The influence of e-learning and in

house training on employee performance with evaluation of kirkpatrick training model as

a moderation variable. Enrichment: Journal of Management, 13(4), 2576-2588.

Phillips, P. P., Phillips, J. J., & Ray, R. (2020). Proving the value of soft skills: Measuring

impact and calculating ROI. Association for Talent Development..

Verhaelen, B., Mayer, F., Peukert, S., & Lanza, G. (2021). A comprehensive KPI network for the

performance measurement and management in global production networks. Production

Engineering, 15, 635-650.

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