Organisations invest heavily in leadership training with the hope that managers will become better leaders. However, the success of these investments depends on the extent to which managers apply the knowledge, skills, and abilities (KSA) they have acquired during their training to their job. Without this transfer, leadership training is…

The present paper describes a quasi-experimental research presenting a workplace training program aimed at helping managers to be more supportive of their employees' autonomy. Drawing on self-determination theory, we built a pre/post questionnaire design measuring perceived autonomy support, need satisfaction, need frustration, autonomous…

In spite of decades of research into high-performance work systems, very few studies have examined the relationship between executive learning and development and organisational performance. In an attempt to close this gap, this study explores the effects of a validated four-dimensional executive learning and development measure on a composite…

The main aim of this study was to understand the relationship between self-reported "intention" to transfer and self-reported "actual" transfer within a population of middle and senior executives on an executive education programme. A secondary objective was to consider the relationship between these qualitative self-reports of…

Evaluating the returns on intangible assets in general and executive human capital in particular is still a challenging endeavour. One possible means of addressing this challenge involves developing a broad measure of executive learning and development (L&D), encapsulating both the formal and informal activities that closely reflect the dynamic…

In recognition of its increasing importance, many organizations make periodic assessments of their training and development activity. The objective of the present study was to extend the concept of capacity building to the assessment of training and development activity in an automobile component manufacturing organization, using a developed and…

Training for 561 executives in the use of information and communications technologies was based on a model, the Executive Learning Ladder. Results indicated that sense making was accelerated when conducted in peer groups before being extended to less-experienced managers. Learning preference differences played a role. (Contains 38 references.) (SK)

Line managers in empowering (n=58) and nonempowering (n=37) British companies were compared. Although "empowered" managers felt better equipped to supervise, they appeared undertrained and unmotivated to develop staff. "Empowerment" was often indistinguishable from work intensification. (SK)

Discusses experts' views on changes in managerial careers and management development; evidence of organizational changes that support the rhetoric about changes; and implications for management education. Concludes that rhetoric outstrips reality; however, there is evidence of changes in organizational forms and career resilience and boundaryless…