Timing, for leadership training, is everything

Article Abstract:

Leadership training often fails because it is poorly timed. Most management training is scheduled according to company business cycles. Assignments to such training often reflect executive desires to reward specific employees. Research conducted in the form of case studies, surveys, and interviews with recent graduates of leadership training programs indicates the four factors that influence employee willingness to learn: (1) during a career transition phase, (2) during a mid-life crisis, (3) during a time of decreased job satisfaction, and (4) during periods of organizational stress. Leadership training is most successful, when: (1) conducted in the proper organizational climate, (2) it coincides with increases in job duties, (3) training graduates return to normal work routines, (4) follow-up training is provided, and (5) trainees are not being adversely affected by personal or family stress.

Executive ability

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New software bridges training gaps

Article Abstract:

Training and development managers' performance can be improved in a cost-effective way by linking new computer software with current training programs. Several new software programs have appeared in the last 12 months that are highly-interactive, are true expert systems, are user-friendly, and relate directly to the work personnel managers perform. The programs can help the manager address critical problems such as downsizing, the gap between classroom learning and on-the-job management experience, and managers' apparent resistance to adapting to new computer technology. Four software programs are described: Compustar's Leadership Practices Renewal Program and Performance Management Program, Teren's CompuCOACH, and People Sciences' People Manager I.

Software, Product introduction, Compustar, People Sciences, Teren, CompuCOACH (computer program), People Manager I (computer program), Performance Management Program (computer program), Leadership Practices Renewal Program

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Lead leaders into the '90s

Article Abstract:

Several companies have attained tangible results from leadership training. The techniques for obtaining measurable results from leadership training programs include obtaining the sponsorship of executives, requiring managers to participate in leadership training during career transitions, considering present and future organizational needs, and using diagnostic tools to support improvement. Organizations should also focus on interpersonal relations and teamwork. General Electric does this by having participants in its business management course participate in a series of outdoor activities designed to promote communication, trust, decision making, and leadership.

General Electric Co., Management development programs

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