A strategic approach for integrating theory to practice in leadership development

Abstract

Purpose

This paper aims to evaluate the impact of experiential learning, goal setting, peer coaching and reflective journaling as a combined strategy to influence leadership development.

Design/methodology/approach

Subjects participated in a university based leadership development program over two years. Four focal units of study were undertaken. Participants set development plans based on their learning and implemented them over eight weeks with the support of a peer coach. A pre, mid‐ and post‐ 360‐degree assessment was undertaken to measure changes in leadership competency. Learning outcomes and coaching reports were also submitted and evaluated qualitatively.

Findings

A progressive increase in leadership competency was report by participants and their work colleagues in the 360‐degree data. Qualitative data revealed a range of learning outcomes that elevated their leadership competency.

Research limitations/implications

The results of this research provide a model for further investigations into how training can be structured to promote transfer of training.

Originality/value

Considering the investment being made by organizations into leadership development, this research provides a strategy for increasing return on investment in leadership development.

Citation

Ladyshewsky, R.K. (2007), "A strategic approach for integrating theory to practice in leadership development", Leadership & Organization Development Journal, Vol. 28 No. 5, pp. 426-443. https://doi.org/10.1108/01437730710761733