Elevating the Case for Leadership Development Programs: Return on Investment Evaluations

Abner, Gordon; Valdez, Bill; Perry, James L.

doi:10.1111/puar.13284

Cited by 10 publications

(9 citation statements)

References 7 publications

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“…Leadership development is considered an important strategic priority for public sector organisations given that skilled leaders are necessary for the effective implementation of policy and strategy (Subramony et al., 2018). Public sector literature suggests that leadership development programmes enhance capability and performance (Jacobsen et al., 2022) despite the difficulties in measuring return in investment (Abner et al., 2021). It is argued that development requires mixed methods training techniques (Seidle & Fernandez, 2016) which focus on both formal and informal activities, that move away from traditional approaches focused on individual traits and competencies (Jones et al., 2014).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Leadership development in the Hong Kong Civil Service: Accessing social resources through guanxi networks

O’Neil,

McMillan,

Garavan

2024

Public Admin & Development

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Drawing on guanxi and conservation of resources theory we explore how close personal ties between middle managers who participated in leadership development, constitutes an important social resource in an East Asian public sector context. We contribute to studies exploring the importance of informal leadership development opportunities and techniques, specifically utilised to overcome public sector structural barriers. We gathered qualitative data from 44 middle managers who had completed formal leadership development within the Hong Kong Civil Service. Our data revealed that high quality Superior‐to‐Subordinate Guanxi helped study participants to gain access to important development resources including further developmental opportunities, stretch assignments, developmental support and feedback. High quality Peer‐to‐Peer Guanxi helped them to gain access to peer tacit knowledge, participation in collaborative development projects and positive peer developmental feedback. Our findings inform future leadership development design and are relevant to East Asian public sector context's where guanxi ties are significant.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Leadership development in the Hong Kong Civil Service: Accessing social resources through guanxi networks

O’Neil,

McMillan,

Garavan

2024

Public Admin & Development

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“…Theme #2: Taking the lead UPM ensures that developmental resources are invested efficiently to produce set of dynamic leaders that can consciously make a difference (Abner et al, 2021;McCarron et al, 2023) in every facet of national economy. The educational institution consistently empowers youth to take decisive action and become responsible in adding value to the social development of their community (IsDB, 2019).…”

Section: Theme #1: Enhancing Creative Developmentmentioning

confidence: 99%

Promoting Effective Political Socialisation Strategies for Youth Leadership Development among Universiti Putra Malaysia Student Leaders

Rasheed,

Ismail,

Zulkifly

2024

IJARPPG

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“…Henceforth, the higher the ROI, the greater the financial return, the better use of financial resources (Mun, 2021;Schueler & Phil, 2020). The ROI methodology in training and development is systematically applied to measure the rate of return on the cost associated with training and development interventions (Abner, Valdez & Perry, 2021;Nemec, 2018;Olexová, 2018;Schueler & Phil, 2020). Jack Phillips proposed the measurement of ROI, which was adopted from Kirkpatrick's four levels of evaluation and added a fifth level (Weninger, 2020).…”

Section: Return On Investment (Roi)mentioning

confidence: 99%

Exploring barriers to measuring ROI for training and development interventions

Shibiti,

Mulaudzi

2024

IJRBS

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The objective of this article is to investigate obstacles that hinder the assessment of return on investment (ROI) for academic staff development initiatives in public universities in South Africa. The primary objective of this study is to address the following research inquiry: What are the obstacles hindering the assessment of return on investment (ROI) for training and development interventions offered to academics within the higher education landscape of South Africa? The study employed a qualitative research methodology, which was based on an interpretive philosophical standpoint. The researchers employed purposive sampling to carefully select a total of fourteen participants who were selected to represent a range of cases or institutions. These included six universities and government institutions, namely the Department of Higher Education and Training (DHET), the Department of Science and Innovation (DSI), and the Education, Training, and Development Practices Sector Education and Training Authority (ETDPSETA). The interview data was subjected to thematic analysis using ATLAS.ti. The factors that hinder the measurement of ROI include the intricacy of the process, insufficient capacity, time lag between training and improved performance, lack of motivation, financial limitations, absence of processes, fragmentation of training and development interventions, interventions producing non-financial advantages, and insufficient data. The study enhanced the existing information on human resource development and practice by identifying the obstacles to measuring return on investment (ROI). Additionally, it offered practical advice and suggestions for future research.

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Elevating the Case for Leadership Development Programs: Return on Investment Evaluations

Cited by 10 publications

References 7 publications

Leadership development in the Hong Kong Civil Service: Accessing social resources through guanxi networks

Leadership development in the Hong Kong Civil Service: Accessing social resources through guanxi networks

Promoting Effective Political Socialisation Strategies for Youth Leadership Development among Universiti Putra Malaysia Student Leaders

Exploring barriers to measuring ROI for training and development interventions

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