Insights - Whitepapers

Insight & Influence whitepapers present leading research and practical solutions on organisational, team and individual change.

Leadership programs. Do they make a difference?

 

Do they produce more and better leaders? Is a one-week education program enough to produce new, efficient and effective behaviours? Does the investment made in leadership training deliver better business results?

To answer these questions, Insight & Influence examined companies in Australia and overseas that have made significant investments in leadership development. We also looked at emerging research into leadership, leadership development, learning theory and organisational change. We think we have some answers.

Leadership programs that deliver business results:

• Have a focus on measurable business results rather than individual competencies.
• Are built upon clear philosophies and robust theories not just on a series of disconnected quick tips and speculations.
• Recognise that the attitudes and management styles of trainees' bosses are the most important factors in the transfer of leadership training back to the job.
• Have participants learn to lead through real, challenging and consequential job experiences.
• Require an active involvement of senior executives.
• Realise that measures of leadership training that focus on activity, e.g. number of people trained, number of courses run etc. or end of program evaluations (tick and smile sheets) aren’t measuring business results.

Insight and Influence have prepared a Whitepaper titled ‘Leadership Development for Business Results’. Our objective is to provide insight into how organisations can turn the investment in leadership development into business results.

For your copy of the whitepaper please register here.

“When two tribes go to war”

The goal of mergers and acquisitions is to help the organisation to grow, reduce costs or absorb new capabilities. However, more than half of the mergers fail to reach their objectives (Cartwright & Copper, 1995). Studies of M&A’s has shown that post–merger integration process is the critical phase in the performance of the merger.  M&A’s can cause a drop in employee's psychological attachment, identification and commitment to the organisation. If you are concerned about the risks posed by the post merger integration, a set of solutions developed from research by social and organisational psychologists may be just what your looking for.

Register to receive the current and past white papers click here.