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How Strategic Focus Relates to the Delivery of Leadership Training and Development
Author(s) -
Clarke Nicholas,
Higgs Malcolm
Publication year - 2014
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.21683
Subject(s) - cost leadership , strategic leadership , leadership development , training and development , contingency , perspective (graphical) , business , contingency theory , management , focus (optics) , training (meteorology) , strategic planning , public relations , marketing , political science , competitive advantage , economics , computer science , linguistics , philosophy , physics , artificial intelligence , meteorology , optics
Despite progress in the development of leadership development models over recent years, these models fail to account for the differentiation in leadership training and development ( LTD ) practices found between organizations. We conducted an exploratory, multiple case study of formal leadership training and development in 10 organizations, in different business sectors in the United Kingdom. We show that the strategic focus of LTD was shaped by the business goals pursued by these 10 organizations. We also found the strategic focus of LTD to be a broad contingency factor differentiated by level of impact, which then influenced the pattern of LTD delivery. The findings offer support for a contingency perspective in explaining how leadership training and development is configured in differing organizational contexts. © 2014 Wiley Periodicals, Inc.