Affordable Access

Making leadership and management development measure up

Authors
Publisher
Routledge
Publication Date

Abstract

Organizations embark on leadership and management development programmes on the assumption that they will have a beneficial impact at one or more levels, from improvements in individual performance to changes in the organizational itself. Ideally, when they sponsor or implement such a programme they evaluate it. Typically, the most desirable question is deemed to be: ‘What is the impact?’ But is this the right question? This chapter argues that it is not. To explain why, the range of evaluation methods and key issues are reviewed in this chapter. The concept of building organizational capacity through evaluation is introduced. It is argued that, while leadership and management courses can build individual capacity which may benefit organizations, organizations themselves need to build their own capacity in order to leverage the new knowledge and thinking that are brought to the workplace.

There are no comments yet on this publication. Be the first to share your thoughts.

Statistics

Seen <100 times
0 Comments

More articles like this

Making mobile health measure up.

on JAMA dermatology May 2015

Making medical labs measure up.

on Technology review July 1989

Making sure staff measure up.

on Emergency nurse : the journal... June 2014
More articles like this..