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…

This paper explores the emergence of Machiavellian behaviour in a community of practice (CoP). The CoP was initiated by the top management team (TMT) as a management development initiative. Participants in a manufacturing setting were encouraged to engage in a series of problem-solving tasks with counterparts from across the organization in a…

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…

Organizations are increasingly investing in training programs for building managerial skills, with a special focus on employees considered "talents" who must be prepared to cover strategic roles within the organization. One of the main goals of such programs is to develop participants' learning in order to tap their potential in a short…

In this study, the construct of motivation to lead (MtL) is considered as a predictor of leadership training effectiveness. MtL, the individual preference to take on leadership roles, is a motivation that specifically relates to the content of leadership training. A total of 132 managers participated in a longitudinal follow-up study. The…

In this article, we present the utility analysis approach as an alternative and promising approach to measure the return on investment in managerial training programs. This approach, linking economic value with competencies developed by trainees, enables researchers and decision-makers to compare the return on investment from different programs in…

This article aims to contribute to the field of human resource development by exploring the conditions that influence the organizational impact of action learning projects. Many organizations use such projects as an integral part of their management development programs. Past research on action learning projects has shown how balancing action and…

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…

Replacement planning is a process of identifying short-term or long-term backups so that organizations have people who can assume responsibility for critical positions during emergencies. Individuals identified as "replacements" are not promised promotions; rather, they are prepared to the point where they can assume a critical position long…

Many leadership development programs are intended to improve individual leaders' skills and abilities to perform. Methods for measuring the effect of such programs range from simple metacognitive self-report surveys to 360-degree feedback, to instrumentation of psychological phenomena. However, the outcomes of some leadership development programs…

As doctors, nurses and public health professionals are promoted into management and leadership positions in resource-poor countries around the world, they are tasked with leading teams and managing drugs and financial and material resources. These responsibilities require a set of skills and knowledge different from that needed for their clinical…

Contemporary management thinking embraces the organizational training theory that sustainable success rests, to a great extent, upon a systematic evaluation of training interventions. However, the evidence indicates that few organizations take adequate steps to assess and analyse the quality and outcomes of their training. The authors seek to…

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…