Leadership training and education often do not lead to improvement of the organizational performance, because people soon revert to their old ways of doing things. According to studies, a main reason behind this behaviour is that the organizational system (which defines roles, responsibilities, and relationships) does not allow even well-trained and motivated employees to apply their new knowledge and skills when they return to their workplace.
The context in which employee work sets the stage for the success or failure of leadership training. Typically, individuals have less power to change the system surrounding them than that system has to shape them. Therefore, to accomplish a good return on their training investments, companies must transform their system so that it will facilitate and sustain individual behavior change.
Beer, Finnström and Schrader (2016) advocate a seven step approach of tracking systemic issues and then delivering a productive training program:
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