McKinsey reported four major reasons of 'why leadership development programs fail'.
1. Overlooking context
2. Decoupling reflection from real work
3. Underestimating mind-sets
4. Failing to measure results.
And McKinsey suggests this solution: 1) Matching specific leadership skills and traits to the context at hand; 2) embedding leadership development in real work; 3) fearlessly investigating the mind-sets that underpin behavior; and 4) monitoring the impact so as to make improvements over time.
Photo source: http://blogs-images.forbes.com/mikemyatt/files/2012/12/Why-Leadership-Development-Fails.jpg
Overall, I agree with the McKinsey's points and solutions to increase effectiveness of Leadership development programs.
But, I want to argue about one simple thing with this question. "Are current leaders (e.g. top-management) ready to invest future leaders?"
In many research and and my personal experiences, incumbent leaders (top-management) 'superficially' give consent to developing future leaders meanwhile they 'have the fear to be replaced by future leaders' behind a curtain.
Thus, managing the fear of current leaders' fear is the prerequisite condition for developing future leaders.
P.S.) Special thanks to Bayasgalan Bayarmagnai for his sharing the article.
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