The impact of culture and religion on leadership and management training: a comparison of three continents

Abstract

The role of training and education in the development of senior management and leaders is critical to the long-term development of organisations. This paper seeks to explore and discuss the methods used for training and developing senior and executive managers across: Africa, China, Europe and the Middle East. The paper outlines the methods used to identify training needs, selection of trainers and trainees, curriculum development and implementation of delivery. \n \nThe paper further considers the evaluation criteria used to gauge the success of training in meeting training needs and provides an insight into the challenges faced by course designers and deliverers. The paper uses evidence collected over a five-year period between 2005-2009 on groups of senior managers and executives receiving training in the UK, sponsored by both British and other national governments. The paper has found little difference in the manner in which curriculum has been developed and how trainees are selected. However, the training needs and the identification of trainers have shown differences in approach and selection. Whilst there is evidence to suggest that training needs have been met, this is only in the short term and long-term needs are yet to be addressed. Furthermore, in support of long-term objectives, the ability to recognise and accommodate religion and culture remain areas necessitating further understanding.

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