THE EFFECT OF A LEADERSHIP DEVELOPMENT PROGRAM
ON BEHAVIORAL AND FINANCIAL OUTCOMES:
KAZAKHSTANI EXPERIENCE
MAIYA TSYGANENKOALMATY, KAZAKHSTAN
Maiya Tsyganenko
Trainer-consultant, Almaty, Kazakhstan, 2002 – till present
MBA Student, Robert Kennedy College (Zurich, Switzerland), University of Wales
(Cardiff, UK) 2009 - 2013
Fellow of the International Philanthropy Program, Johns Hopkins University (USA)
2002
I have two adorable twins, Elissey and Stephanie, 2 years old
I brought chocolates from Kazakhstan
Introduction
Rationale for study
Purpose of Study
Methodology of Study
Results, discussions and conclusions
Plan of the Presentation
Leadership development has become an increasingly important
phenomenon
The key assumption that improvements in individual leaders should lead to
the improved performance of the organization
Traditionally, outcomes of leadership development programs have focused
on fostering individual capacities with no links to organizational performance
Experts delineate the lack of evaluations of the effectiveness of leadership
development programs
Rationale for Study
The aim of the research study was to explore
whether the particular leadership
development program
has any effect
at the individual and organizational levels
Research Questions
Q1: Has the leadership development program had any effect on behavior outcomes of trainees comparing with non-trainees?
Q2: Has the leadership development program had a positive influence on financial outcomes of trainees compared to non-trainees?
Research Sample & Outcomes
Participants were regional mid-level managers (N = 44) of the local
company “Fortune Invest”, an agency of financial services (since 1999)
Six leadership behavior competencies were referred to the individual
level as subjective expertize outcomes. We used self-reported scores on
Leadership Steps Assessment, a tool developed by Prof. J. Clawson (2000)
The financial sales results were attributed to the organizational level as
objective financial outcomes. We used company records of annual sales
results
Research Strategy
A quantitative approach was used to found statistically significant conclusions about a sample through testing whether the independent variables (the leadership intervention) cause an effect on the dependent variables (two different outcomes)
Pretest-Posttest Control Group Design: we measured the outcomes before and after training intervention and compared an experimental group with a control one
To compare behavioral characteristics of participants, we conducted two t-test administrations,
(1) Within the groups, for dependent samples
(2) Between the groups, for independent samples
To identify relationships between sales outcomes as a dependent variable and training intervention as an independent variable, we employed two linear regression models,
(1) Simple linear regression (Model 1)
(2) Multiple linear regression (Model 2)
Data Analysis
Formal training is the foundation of contemporary leadership development programs (Conger, 1999)
Action Learning is a tool to apply knowledge and skills gained during formal training; it is learning through doing (Day, 2000)
Networking assisted in establishing of effective communications with others is the only practice, which leads individual leader’s development to collective leadership development (Day, 2000)
Interventions for Leadership Development
The author designed, customized and delivered this leadership development program
The program consisted of three modules (Feb 2012, Aug 2012 and Feb 2013):
I. The essence of leadership and acquainting with core leadership concepts
II. Self-leadership and self-awareness as a critical success factor for a leaders
III. Building effective teamwork skills, including the strategic context of a company
Each module included a two-day formal training session and was conducted over four months.
Each formal training module of the leadership development program was followed by three-month
action learning projects
The in-house leadership development program
The program might be
stipulated as an effective
Trainees performed better in
sales
Trainees have differences on Vision, Support, Relentlessness
The leadership development program has had an effect
on two different outcomes of trainees
compared to non-trainees
and might be stipulated as an effective program
Results & Conclusions