Leadership Training: What is the ideal training result?

By February 14, 2013 Leadership No Comments

What are the ideal outcomes that Australian executives are looking for in their leadership training? This question is often a difficult one to answer because it requires executives to evaluate themselves to determine whether in fact they are representing the leadership role model they are espousing. So what are the ideal outcomes of leadership development programs in Australia?

The majority of leadership training programs are called to action as a result of specific challenges that leaders are required to resolve. They are often situationally driven and once resolution has occurred the program is complete.

This begs the question that if specific issues never occurred in the workplace would there be a case for leadership training?

In answering this question one first would ask about the intention for leadership development in the first place? Is it about assisting leaders in their leadership challenges or is it about developing effective leadership styles and capabilities?

The former will be as successful to the extent that it indeed resolves the issue at hand. Once resolution is completed there is no reason to pursue it further.

The latter is about building constructive and sustainable leadership qualities that inspire direct and advance people in realizing their true potential and ambitions.

If this is what leadership training and development is about then how do we define and measure the criteria for successful accomplishment?

Are we entering the realm of subjectivity or is there an objective evaluation that can be adopted?

We need to take a step backwards and look into how leadership is defined. If there is one accepted definition then the answer is fairly simple. If however the definition varies across differing industries, cultures and philosophies then certainly it would not be possible to entertain one ideal outcome.

In this circumstance leadership development and training receives its guidelines and instruction from those who decide what ideal and preferred ought to be. People who are advocates or followers of what this is will champion its cause.

The other side of the coin lies in the heart and minds of employees. If indeed they were consulted on this question, what would the ideal leader look like for them and how would they like to be led if they could have it their way?

Across an organisation it is too varied to measure but there may be a case for a unified definition from a team or department.

Could this be food for thought in breaking down a one leadership approach into many who answer the call from the people who matter the most?

A new question for leadership training professionals to ponder?

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