Tag Archives: personal-development

Authentic Leadership as a Practice of Purpose, Self-Awareness, and Organizational Stewardship

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Abstract

This paper examines the leadership framework associated with Bill George’s concept of authentic leadership and analyzes how its central themes – ethical accountability, purpose, self-awareness, and relational trust – contribute to organizational effectiveness. Drawing on an interview with George conducted by Michael Useem and on George’s published work on authentic leadership and True North, the paper argues that authentic leadership is best understood not as a personality trait but as a developmental practice grounded in life experience, values clarification, and disciplined reflection. The analysis shows that George’s framework emphasizes both personal congruence and institutional responsibility, positioning leadership as a moral and strategic activity. The paper concludes that authentic leadership remains a useful model for developing leaders who can align organizational performance with long-term trust and mission integrity.

Keywords: authentic leadership; leadership development; ethical leadership; organizational trust; self-awareness

Introduction

Authentic leadership has become an influential perspective in contemporary leadership studies because it shifts attention away from charisma, positional authority, and stylistic imitation toward self-knowledge, ethical consistency, and purpose-driven action (George et al., 2007). Bill George, former chief executive officer of Medtronic and a long-time faculty member at Harvard Business School, has been one of the most prominent advocates of this approach (George, 2007). His work argues that effective leadership emerges from a deep understanding of one’s values, motivations, and formative life experiences rather than from conformity to a fixed model of the “ideal” leader (George, 2007; George et al., 2007). This paper synthesizes George’s core ideas into a structured analysis of authentic leadership as a developmental and organizational practice.

This paper examines leadership lessons concerning the prompt correction of unethical conduct, the removal of executive privileges, commitment to mission and values, the cultivation of authenticity, the interpretation of adversity as a developmental resource, the discovery of one’s “True North,” constructive engagement with boards, the pursuit of meaningful work, and reciprocal mentoring. Although these ideas are often presented as practical guidance, they can also be situated within broader scholarly discussions of ethical leadership, leader identity development, and organizational trust (George, 2007; George et al., 2007). More specifically, this paper argues that George’s framework remains analytically relevant because it links personal authenticity to concrete organizational practices that strengthen legitimacy, alignment, and long-term institutional effectiveness.

Thematic Analysis

A first major theme in George’s leadership framework is ethical accountability. The insistence that leaders address unethical behavior quickly and visibly reflects the view that organizational culture is shaped not only by declared values but by the consistency with which standards are enforced (Useem & George, 2014). In this sense, ethics is not an abstract commitment; it is a public organizational practice. Leaders establish legitimacy when they demonstrate that integrity applies equally across levels of authority and cannot be suspended for convenience, performance pressures, or status.

A second theme concerns symbolic equality and stewardship. George’s recommendation to remove executive perks suggests that leadership credibility depends partly on visible signals of respect and solidarity (Useem & George, 2014). Such actions reduce status distance and communicate that leadership is oriented toward the mission of the organization rather than the comfort of senior executives. From an academic perspective, these gestures can be understood as mechanisms that reinforce cultural alignment, strengthen employee identification with leadership, and underscore the leader’s role as steward rather than privileged overseer.

A third theme is the relationship between authenticity and trust. George argues that leaders should not emulate dominant leadership archetypes but instead lead from a coherent sense of self (George et al., 2007). This position aligns with research suggesting that trust develops when followers perceive congruence between a leader’s stated values, observable behavior, and interpersonal conduct. Authenticity in this framework is not mere self-expression; it is disciplined congruence. It requires honesty, self-awareness, openness to feedback, and the ability to form relationships that are credible because they are not performative (George, 2007).

A fourth theme is developmental learning through adversity. George’s concept of “crucibles” refers to difficult experiences that challenge identity and judgment but can also deepen wisdom and resilience (George, 2007). This idea is significant because it reframes leadership development as a process shaped by interpretation rather than by credentials alone. Leaders become more capable not simply by accumulating authority but by reflecting on hardship, integrating its lessons, and translating personal insight into more empathetic and grounded leadership behavior.

A fifth and related theme is purpose, described by George as finding one’s “True North” (George, 2007). Rather than defining leadership success primarily in terms of wealth, prestige, or positional power, the framework emphasizes intrinsic motivation and contribution. Purpose functions as a stabilizing orientation that helps leaders make decisions under pressure and maintain consistency when external incentives compete with internal values. In leadership theory, such purpose-based orientation is especially important because it connects personal identity with collective mission, thereby strengthening both direction and meaning.

Finally, the paper highlights the social dimension of leadership through advice on boards, passion, and mentoring. George’s emphasis on drawing out quieter board members suggests that good governance depends on inclusive deliberation and the active use of diverse expertise (Useem & George, 2014). His guidance on passion and mentorship likewise frames leadership as relational and generative: leaders are expected not only to pursue meaningful work but also to support the development of others (George, 2007; Useem & George, 2014). This reciprocal perspective broadens authentic leadership beyond self-discovery and presents it as an ongoing responsibility to cultivate capacity throughout the organization.

Discussion

George’s model remains relevant because it addresses recurring leadership failures associated with image management, ethical inconsistency, and excessive identification with positional power (George et al., 2007). This relevance is reinforced by broader scholarship on authentic leadership. Avolio and Gardner (2005) argue that authentic leadership should be understood as a developmental process grounded in self-awareness, self-regulation, and relational transparency, which supports the paper’s interpretation of George’s framework as more than practitioner advice. Walumbwa et al. (2008) further strengthen this view by identifying measurable dimensions of authentic leadership: self-awareness, relational transparency, internalized moral perspective, and balanced processing, that closely align with George’s emphasis on ethics, trust, and purpose. At the same time, Gardner et al. (2011) caution that the field still faces challenges of conceptual clarity and methodological rigor, suggesting that authentic leadership is most useful when it is linked to observable organizational practices rather than treated as aspirational rhetoric. For this reason, George’s framework is analytically strongest when connected to concrete practices such as accountability systems, inclusive decision-making, mission reinforcement, and mentoring structures that reproduce leadership capacity beyond the individual leader (George, 2007; Useem & George, 2014).

Conclusion

Viewed in light of both practitioner and academic scholarship, George’s authentic leadership framework is best understood as a developmental model that links self-awareness, moral perspective, relational transparency, and purpose to concrete organizational practices (Avolio & Gardner, 2005; George, 2007; Walumbwa et al., 2008). The paper’s analysis has shown that the framework’s value lies not only in its normative appeal but also in its capacity to explain how leaders build legitimacy, foster trust, and sustain institutional coherence through accountability, inclusion, and mentoring. At the same time, the concerns raised in the literature about conceptual clarity and methodological rigor suggest that authentic leadership is most persuasive when treated as an observable practice rather than an aspirational ideal (Gardner et al., 2011). For that reason, George’s contribution remains most significant as a bridge between leadership theory and organizational application.

References

  1. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
  2. Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120–1145. https://doi.org/10.1016/j.leaqua.2011.09.007
  3. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. https://doi.org/10.1177/0149206307308913
  4. George, B. (2007). True north: Discover your authentic leadership. Jossey-Bass.
  5. George, B., Sims, P., McLean, A. N., & Mayer, D. (2007, February). Discovering your authentic leadership. Harvard Business Review, 85(2), 129–138.
  6. Useem, M., & George, B. (2014, July 16). Authentic leadership: Former CEO Bill George interview on building management skills [Video]. Knowledge at Wharton. https://www.youtube.com/watch?v=0TkEA3awGnc

On Leadership Legacies

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Abstract

This article examines the concept of leadership legacies, highlighting how many successful individuals eventually seek significance beyond mere achievement. Drawing on research and surveys, it explores the shift from “success thinking” to “significance thinking” among leaders, focusing on the lasting impact they wish to leave. The article categorises legacies into physical, intellectual, social, and spiritual forms, acknowledging both positive and negative examples from history and the corporate world. It emphasises the growing importance of positive legacies in contemporary business, with a majority of leaders prioritising the development of others as a key legacy. Social legacies, those that improve the lives of others, are identified as the most valued. The piece concludes by advocating for leaders to model their values consistently, asserting that authentic actions create enduring legacies that shape both individuals and organisations.

Keywords: Leadership legacies, significance thinking, success thinking, physical legacy, intellectual legacy, social legacy, spiritual legacy, positive legacy, negative legacy, business leadership, values, authentic leadership, organisational impact, development of others, modelling values, enduring impact.

Success is insufficient. Many high achievers ultimately perceive success as devoid of meaning unless it fosters importance in their own lives and in the lives of others (Stevenson and Nash 2004). Interviews with leaders suggest that, ultimately, many transition from “success thinking” to “significance thinking.” Significance thinking is contemplating, “What is the effect of the legacy I/we wish to establish?” This might be referred to as legacy (Key and Stearns 2006).  

There exist multiple forms of legacy. Initially, there exist tangible legacies, such as constructing a building like the Trump Tower or funding a chair at a university. Secondly, there exist intellectual legacies, including authoring a book, securing a patent, or formulating a novel corporate best practice. Third, there exist emotional or social legacies, including enhancing employee quality of life by amicable work practices, implementing cutting-edge environmental procedures, or nurturing children to be compassionate and responsible.  

Ultimately, there are what may be termed spiritual legacies, such as embodying one’s principles daily or enhancing the earth for future generations. Consider the legacies bequeathed to us by figures such as Mother Teresa, Nelson Mandela, John F. Kennedy, Ronald Reagan, Martin Luther King, Jr., and Mahatma Gandhi. They likely never formally documented their “legacy,” although their visionary leadership and capacity to exemplify their principles resulted in what many regard as significant legacies, potentially exceeding their own expectations.  

Legacies may also possess scary and ominous qualities. Few would contest that Hitler, Idi Amin, and Saddam Hussein bequeathed a legacy of animosity and division. At the business level, numerous individuals lost their savings and were fraudulently deceived by the personal avarice and duplicity of executives at firms like Enron, Tyco, and WorldCom.
It is advantageous that numerous contemporary business experts aspire to create a more favourable legacy. In September 2007, the Institute for Corporate Responsibility, in collaboration with HR.com, conducted the Leader Legacy Practitioner Consensus Survey, revealing that over two-thirds (68%) of respondents indicated that their organisations are significantly concerned with leaving a legacy or improving conditions as a result of their existence. The study revealed that a significant majority, 86% of the 210 respondents, consider leaving a professional legacy to be a high or very high priority.  

This fascination with positive legacies may appear unexpected in a business milieu that prioritises bottom-line metrics. Legacy is evidently significant to numerous business executives and frequently fulfils the requirements of the entire organization. In anecdotal study presented in CEO Road Rules: Right Focus, Right People, Right Execution (Key and Stearns 2006), over 60% of CEOs indicated that their legacy was “developing others as leaders.” Numerous individuals remarked that witnessing the success of their mentees was an immensely gratifying experience. Many asserted that the influence of developing leaders was exponential and that participating in such transformation was exhilarating. I take great pride in witnessing the influence of my mentees. One of the interviewed CEOs remarked, “They have surpassed my own self-perception significantly.”  

The Leader Legacy Practitioner Consensus Survey conducted by the Institute for Corporate Responsibility yielded a comparable conclusion. When enquired, “To what degree does the leadership within your organization prioritise the support of others’ growth and development?” Fifty-eight percent indicated that their leaders prioritise this to a high or very high degree.  

Survey participants said that, of the four categories of legacy, social legacies are deemed the most significant, with 71% expressing a high or very high interest in establishing a social legacy that enhances the lives of others. It was subsequently ranked in significance alongside intellectual, physical, and spiritual legacies.  

Numerous methods exist for establishing a legacy; but, for leaders, one of the most effective strategies is to exemplify exemplary behaviour for others. Effective corporate leaders exemplify their principles daily (Galford and Maruca 2006). If a leader asserts integrity as a fundamental principle, others should observe behaviours that exemplify integrity in their leadership and commercial practices. This encompasses consistently conveying the truth, attentively listening to people with respect, and acting ethically, regardless of potential consequences.

Rather than merely articulating their principles, senior leaders embody them via action. They do not proclaim, “This is my identity; emulate me.” They consistently exemplify and articulate their beliefs in their daily activities at work, home, community, and other environments. Ultimately, this significantly contributes to leaders’ legacies, as the ideals and behaviours they exemplify impact numerous individuals. This can be articulated as a succinct equation: Values Action = Legacy.  

The concept of legacy can be integrated into the leadership development process, assisting leaders in contemplating the creation of their legacies. Ultimately, legacy also influences the strategic decision-making of the entire firm as leadership teams determine what, beyond financial success, their enterprises will bequeath.

Conclusion

The exploration of leadership legacies reveals that authentic, principled leadership is not merely about achieving success, but about leaving a lasting imprint that enriches others and shapes organisational and societal futures. As the discourse shifts from the pursuit of success to the pursuit of significance, it becomes clear that the most valued legacies are those which foster growth, compassion, and ethical conduct. Leaders who consistently model their core values through action inspire positive transformation, creating ripple effects that endure well beyond their tenure. The evidence suggests that contemporary leaders are increasingly mindful of their impact, prioritising the development of others and the improvement of collective well-being as central to their legacy. Ultimately, the enduring power of a leader’s legacy lies in its ability to influence generations, guide strategic decisions, and contribute meaningfully to the world. It is this commitment to significance that distinguishes truly impactful leadership and ensures that the values and actions of today’s leaders will be remembered and emulated long into the future.

References

  • Stevenson, Howard, and Laura Nash. “Success that Lasts.” Harvard Business Review, February 2004.
  • Key, Mary, and Dennis Stearns. CEO Road Rules: Right Focus, Right People, Right Execution, Davies-Black, 2006.
  • Leader Legacy Practitioner Consensus Survey. Institute for Corporate Productivity, September 2007.
  • Galford, Robert M., and Regina Fazio Maruca. Your Leadership Legacy, Harvard Business Press, 2006.

These days, employers care more about your abilities than your degree

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Regardless of the extent of one’s preparation for a job interview, it is likely that candidates will encounter questions that prove unexpectedly challenging. Classic examples include “What is your greatest weakness?” or “Why have you decided to leave your current position?” This article draws on expert insights to provide evidence-based strategies for navigating such complex interview scenarios.

While difficult interview questions persist, their nature has evolved in response to broader shifts in recruitment practices. Recent interview experiences may reveal that questions have moved away from traditional prompts such as “Where do you see yourself in five years?” Instead, contemporary interviews increasingly focus on:

  • Problem-solving abilities
  • Adaptability in the face of change
  • Communication and collaboration skills

This evolution is closely linked to the global transition towards skills-based hiring, particularly evident in 2025. Employers are prioritising demonstrable competencies over formal educational attainment, seeking tangible evidence of what candidates can achieve rather than relying solely on academic credentials.

This article provides a comprehensive analysis of:

  • The transformation of interview processes, including the proliferation of artificial intelligence and structured interview formats
  • The emergence of new question types relevant to the 2025 employment landscape
  • Practical guidance on responding to challenging questions through the enhanced STAR+L framework (Situation, Task, Action, Result, plus Learning)
  • Targeted recommendations for migrant professionals, with particular attention to the unique challenges posed by global interview conventions.

For example, individuals grappling with questions such as:

  • “Describe a time you failed.”
  • “Do you possess local work experience?”
  • “How do you approach conflict resolution?”

will find this article a valuable resource for developing responses that are both confident and authentic, thereby enhancing their prospects in a competitive, skills-oriented job market.

The Transition to Skills-Based Recruitment

The hiring practices of businesses have evolved due to a shift in the talents they prioritise, necessitating a corresponding change in preparation methods. The primary distinction is that businesses increasingly prioritise skills above mere qualifications.

As reported by Education Daily (October 2025), 45% of corporations worldwide have eliminated degree prerequisites for specific positions. Prominent businesses such as Google, Apple, and IBM no longer necessitate formal degrees, prioritising demonstrable competencies instead. This illustrates a wider trend referred to as skills-based recruiting, wherein practical abilities are prioritised over formal education.

A global change is occurring throughout all continents, including Africa, Asia, the Americas, Australia, Europe, Canada, and Japan. Technical and Further Education (TAFE) programs and micro-credentials are gaining prominence, institutions are offering short stackable certificates, and businesses are requiring candidates to demonstrate their abilities rather than merely discuss them.

Your résumé, examples, and interview narratives must unequivocally illustrate your capabilities, the outcomes you have attained, and the value you have contributed to tangible scenarios.

The Function of Artificial Intelligence and Virtual Interviews

Interviews have become increasingly computerised. Numerous corporate employers are currently utilising AI-driven solutions to evaluate candidates via one-way video recordings or structured question exams. Although these systems seek to mitigate bias, research (Adam, 2023; Liang, Weixin et al., 2023; & Peart, 2025) indicates that AI tools may inadvertently disadvantage those with pronounced accents or non-native English proficiency.

What implications does this hold for migrant job seekers?

Clarity, confidence, and preparedness are important. Rehearse your responses on video. Reduce your pace, enunciate your remarks, and concentrate on explicit illustrations.

Contemporary in-person interviews have adopted more formal approaches, wherein all candidates are posed identical behavioural questions and evaluated using rubrics to guarantee equity. This is a favourable advancement; nonetheless, it necessitates that your responses be specific, pertinent, and quantifiable.

Current Employer Expectations

Hays Australia and other recruitment analyses indicate that in 2025, employers prioritise behavioural and scenario-based probes above theoretical questions (Peart, 2025).

They seek to understand:

  • What is your approach to problem-solving?
  • How do you adjust to changes?
  • Are you capable of effective collaboration and clear communication?
  • What outcomes have you achieved?

These questions aim to evaluate your reasoning rather than your recollection of answers.

Employers seek demonstrable evidence of problem-solving, communication, and adaptability skills, which are more indicative of actual performance than degrees or certifications.

What are the prevalent interview questions in 2025? If you are unable to simply acquire a blog containing the top 20 questions and memorise your responses, well here are some, but I consistently advise my clients and emphasise during my interview preparation sessions that it is essential to analyse the job advertisement, comprehend the employer’s expectations, and then formulate narratives that demonstrate your relevant skills.

If they enquire about flexibility, consider a particular instance in which you shown adaptability in the workplace and describe the resulting effect. The questions may be phrased differently; however, the story can remain unchanged.

Emerging Interview Questions Anticipated in the Coming Years

This year, the following types of questions are increasingly prevalent in Corporate interviews:

  • Tell me about a time you solved a problem with limited resources.
  • How do you adapt when priorities change suddenly?
  • What technology or systems have you used to make your work easier?
  • How do you explain complex information to someone without your background?
  • What’s something new you have learned recently, and how did you apply it?
  • Describe a time when your team disagreed. How did you handle it?
  • Tell me about a time things didn’t go to plan.
  • How do you work with people from different backgrounds or communication styles?
  • What achievement are you most proud of, and what difference did it make?
  • When have you influenced a decision without being the manager?

These questions require self-awareness and reflection, not perfection.

Challenging interview questions frequently encountered by migrants

Working with hundreds of migrant professionals, I have noticed a few questions that consistently cause stress, not because of language, but because of confidence and mindset.

“Why do you want to work here?” Many respond, “To get local experience.” Instead, talk about shared values, the company’s projects, or how your international experience adds perspective.

“Do you have local experience?” Reframe it. “While I am new to the Dutch market, I have managed global teams and clients, and I understand how to adapt quickly and deliver results.”

“Why did you leave your previous job?” Focus on growth and contribution, not dissatisfaction.

“How do you handle conflict?” Explain calmly: “I prefer to address issues early, directly and respectfully, and focus on solutions rather than blame.”

These responses demonstrate maturity, professionalism, and alignment with European (Dutch) workplace expectations.

Strategies for responding to challenging questions with confidence

The STAR Method (Situation, Task, Action, Result) is still the best structure to use, but in 2025 and beyond, I recommend adding one more letter, L for Learning. Employers today want to see that you don’t just perform tasks, you reflect, learn, and grow.

Let’s take one example:

Question: Tell me about a time you made a mistake.

Answer structure:

Situation: Explain the context briefly.

Task: Outline what you were responsible for.

Action: Describe what you did and how you handled it.

Result: Share the outcome.

Learning: Reflect on what you learned and what you do differently now.

For example:

“In a previous role, I underestimated how long stakeholder approvals would take, and we missed a deadline. I took responsibility, mapped out a new process, and introduced early check-ins. It improved delivery times by 20% in future projects. It taught me the importance of managing expectations early, something I have carried into every project since.”

This type of answer shows accountability, communication, and problem-solving – three of the most valued competencies in 2025 and beyond.

Preparing for Modern Interviews

To prepare effectively for interviews in 2025 and beyond:

  1. Build three strong achievement stories. Use metrics, outcomes, and clear examples.
  2. Practise on video. Notice how you sound, how long you take, and whether your message is clear.
  3. Translate your overseas experience into the local language, highlight achievements, not duties.
  4. Ask thoughtful questions such as: “How does your company support diversity or inclusion?” “What does success look like in this role after six months?” “How does the team collaborate across time zones or cultures?”
  5. End with confidence. Say, “I really enjoyed learning about this opportunity. I believe my experience in [specific skill] and my results in [specific project] would bring real value to your team.”

Conclusion

In 2025 and beyond, interviews are no longer about tripping you up; they are designed to uncover how you approach challenges, communicate with others, and find solutions. The reassuring truth is that you already possess these capabilities—particularly if you have successfully navigated the complexities of relocating, adapting, and advancing your career in a new country. That strength and adaptability are among your most powerful professional qualities.

Your task now is to share your unique journey in a way that resonates with employers in your current context—articulating your experiences clearly, confidently, and backed by solid evidence. The landscape of the workplace has evolved, and those who master its new language will unlock a wealth of opportunities. If you can communicate your story effectively, you are not just keeping pace with change—you are set to thrive in the future world of work.

References

Adam, Z. (May 10, 2023). AI models fail to reproduce human judgement about rule violations. MIT News.

Liang, W., Yuksekgonul, M., Mao, Y., Wu, E., & Zou, J. (2023). GPT detectors are biased against non-native English Writers. Patterns, 4(7), 100779.

Peart, N. (2025). How Interviews Have Changed in 2025 & How to Answer Some of the Toughest Interview Questions. JobSpeak Academy.

Current Research Interest

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The focus of my research is to investigate strategies that leaders might employ to foster unity among individuals, even in the presence of various divisive variables such as intergroup conflict, physical separation, and hierarchical structures. In addition, I also research the correlation between leadership and emotions in the workplace. Specifically, I focus on how leaders may cultivate a favourable emotional environment among their staff. In order to investigate these research inquiries, I utilize a range of methodologies, such as field studies, laboratory and field experiments, archival studies, and content analyses.

How leaders bring people together around a common goal

My initial research focuses on examining how leaders can effectively convey a shared overarching aim or vision, and how they may successfully bring people together around this objective, even in the presence of various divisive issues. The degree to which leaders effectively communicate a shared objective is crucial for comprehending not only how leaders motivate others to accomplish the objectives, but also lies at the heart of leadership itself, as leadership is defined as the act of influencing others to attain a collective purpose. Through my personal research, I aim to comprehend the strategies that leaders can employ to express a compelling vision that fosters unity among individuals and drives them towards its realization. Additionally, I explore many factors that either aid or hinder leaders in their ability to bring people together under a shared goal. The reason for this is because mobilizing individuals around a common goal is not simply a matter of conveying the vision, but also requires considering various human and organizational factors.

A look at the ways in which leaders form an emotional culture in the workplace.

“Emotions are not a form of noise.” “They are data” – Sigal Barsade

Emotions not only provide insight into an individual’s psychology, but also serve as a complex tool for understanding the culture of teams and organizations. The focus of my second study stream is to comprehend the methods via which leaders establish an emotional culture inside their teams, departments, and organizations. My primary research focuses on how leaders can establish a sense of shared purpose within an organization regarding its future goals. Additionally, my secondary research examines how leaders can cultivate a common understanding among members of a social group regarding which emotions should be expressed or suppressed during collaborative work.

The current approach to leadership development is proving to be ineffective, indicating the need for a new strategy.

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An insightful and intellectually stimulating essay in the Winter 2024 MIT Sloan Review (accessible through a paywall with different pricing tiers) resonates with the ideas I have presented on this blog regarding the shortcomings of organizations in their selection of leadership development programs. The article titled “Leadership Development is Failing Us – Here’s How to Fix It” by Hannes Leroy, Moran Anisman-Razin, and Jim Detert presents evidence-based results and insightful recommendations.

The essay highlights that leadership development programs often fail to effectively enhance organizational capacities for many firms.

The selection and assessment of leadership development programs primarily rely on subjective preferences rather than objective measures of enhancing participants’ talents, fostering significant performance improvement, and facilitating robust career advancement.

One of my preferred lines is: “According to an executive’s observation, decisions regarding leadership development appear to resemble the online dating industry, where the act of swiping left, or right is primarily influenced by appearance rather than substance.”

The authors propose that in order to address the prevalent and ineffective approach to selecting leadership development programs, attention should be directed towards three key factors: vision, method, and impact.

  • Vision: Will participants enhance their leadership skills and be inspired to apply their acquired knowledge?
  • Method: Does the program present a level of difficulty that is intellectually demanding, and will the participants acquire knowledge and skills even if they experience discomfort due to the intricacy?
  • Impact: Can we expect alterations in behaviors?

You should feel discontented and exhausted by the unsatisfactory outcomes of your endeavours in developing leadership skills.

I appreciate the article’s recommendations for enhancing the process of selecting leadership development programs. This article should be periodically studied and cited as a valuable resource for discussing the topic of learning disabilities (L.D.). Executives, it is important for you to take responsibility for this mindset and ensure that your supporting functions (such as H.R., Learning and Development, and sponsoring managers) are also held accountable.

Additional pragmatic suggestions to enhance the leadership development ideas in the article include implementing sustained efforts in conjunction with coaching.

First: Leadership development initiatives must be consistently maintained. Cease the practice of providing single, isolated training sessions for leadership development without any follow-up or continuation. Do not presume that individuals will acquire leadership skills solely via an online course. Guidance, feedback, and time are crucial. If the experience does not provide this combination, it is a one-time occurrence.

Second: The sponsoring manager must possess a role that extends beyond simply granting approval for the bill.

The sponsoring manager must actively fulfil the role of a sponsor, rather than merely being responsible for approving the bill for payment. The sponsoring manager must possess a comprehensive understanding of the Vision, Method, and anticipated Impact as outlined by the authors above. Subsequently, it is vital for them to actively engage by providing guidance, offering prompt criticism on behavior, and fostering a cooperative environment to discover fresh prospects alongside the individual.

Third: Seek a comprehensive development opportunity. Evaluate whether the program provides specialized, evidence-based guidance, sufficient practical application time, constructive feedback and mentoring, and a collaborative learning environment for exchanging ideas and cultivating strategies to overcome challenges. If not, press the stop button and make a more diligent effort to choose the appropriate option. Alternatively, you can create the appropriate service on your own.

Fourth: Assess the long-term effects, for goodness’ sake. Enhance and refine initiatives to quantify the extent of influence. Direct your attention to the performance, cultural, and growth-oriented measures that are significant. Below are a few options to begin with: Key performance indicator (KPI) performance, successful achievement of goals, level of engagement, ability to retain employees, capacity to handle additional tasks, increase in critical thinking skills, impact on leadership, demonstration of effective leadership on a large scale, and other relevant factors. Ensure that measures are also established for the sponsoring managers. They play a crucial role in the success of these projects. Observe these measures. Adjust them as necessary. Incorporate them within the organization’s operational framework.

Summary for the Present Moment

This subject heightens my level of energy. There is nothing more revered in our profession than discovering methods to develop the abilities that drive our organizations towards achieving our vision and purpose. For many years, managers and executives have been delegating tasks to other departments and relying on training businesses that provide one-time services. Adhere to the instructions provided in the aforementioned article and use my ideas to introduce a practical and realistic perspective. Although it is sometimes claimed that we are all technological organizations in the present century, the truth is that our success and survival as organizations depend on having the most exceptional individuals. Begin exhibiting the qualities of a leader when it comes to the development of leadership skills.