Turning managers into leaders: assessing the organizational impact of leadership development

Abstract

Abstract This paper seeks to assess the impact of a leadership development programme on the individual managers participating in it and its effect on the overall performance of the organization. The paper is structured as follows. It begins with a review of the contemporary literature on leadership and management development. It then examines the content and structure of the leadership programme and the methodology used to evaluate its success. The research findings examined here are structured around four themes: contribution to better processes and project management, more effective team working, developing networks and collaborative working, and improved self‐management. There is compelling evidence of how the programme has contributed to both the development of the individual managers and organizational improvement. Copyright © 2007 John Wiley & Sons, Ltd.

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