The Effect of a Leadership Development Program on Behavioral and Financial Outcomes: Kazakhstani case

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The presentation done at the 12th International Symposium in Management 2013 "Challenges and Innovation in Management and Leadership"

The presentation done at the 12th International Symposium in Management 2013 "Challenges and Innovation in Management and Leadership"

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  • 1. THE EFFECT OF A LEADERSHIP DEVELOPMENT PROGRAM ON BEHAVIORAL AND FINANCIAL OUTCOMES: KAZAKHSTANI EXPERIENCE MAIYA TSYGANENKO ALMATY, KAZAKHSTAN
  • 2.  Maiya Tsyganenko  Trainer-consultant, Almaty, Kazakhstan, 2002 – till present  MBA Student, Robert Kennedy College (Zurich, Switzerland), University of Wales (Cardiff, UK) 2009 - 2013  Fellow of the International Philanthropy Program, Johns Hopkins University (USA) 2002  I have two adorable twins, Elissey and Stephanie, 2 years old  I brought chocolates from Kazakhstan Introduction
  • 3.  Rationale for study  Purpose of Study  Methodology of Study  Results, discussions and conclusions Plan of the Presentation
  • 4.  Leadership development has become an increasingly important phenomenon  The key assumption that improvements in individual leaders should lead to the improved performance of the organization  Traditionally, outcomes of leadership development programs have focused on fostering individual capacities with no links to organizational performance  Experts delineate the lack of evaluations of the effectiveness of leadership development programs Rationale for Study
  • 5. The aim of the research study was to explore whether the particular leadership development program has any effect at the individual and organizational levels
  • 6. Research Questions  Q1: Has the leadership development program had any effect on behavior outcomes of trainees comparing with non- trainees?  Q2: Has the leadership development program had a positive influence on financial outcomes of trainees compared to non-trainees?
  • 7. Research Sample & Outcomes  Participants were regional mid-level managers (N = 44) of the local company “Fortune Invest”, an agency of financial services (since 1999)  Six leadership behavior competencies were referred to the individual level as subjective expertize outcomes. We used self-reported scores on Leadership Steps Assessment, a tool developed by Prof. J. Clawson (2000)  The financial sales results were attributed to the organizational level as objective financial outcomes. We used company records of annual sales results
  • 8. Research Strategy  A quantitative approach was used to found statistically significant conclusions about a sample through testing whether the independent variables (the leadership intervention) cause an effect on the dependent variables (two different outcomes)  Pretest-Posttest Control Group Design: we measured the outcomes before and after training intervention and compared an experimental group with a control one
  • 9.  To compare behavioral characteristics of participants, we conducted two t-test administrations, (1) Within the groups, for dependent samples (2) Between the groups, for independent samples  To identify relationships between sales outcomes as a dependent variable and training intervention as an independent variable, we employed two linear regression models, (1) Simple linear regression (Model 1) (2) Multiple linear regression (Model 2) Data Analysis
  • 10.  Formal training is the foundation of contemporary leadership development programs (Conger, 1999)  Action Learning is a tool to apply knowledge and skills gained during formal training; it is learning through doing (Day, 2000)  Networking assisted in establishing of effective communications with others is the only practice, which leads individual leader’s development to collective leadership development (Day, 2000) Interventions for Leadership Development
  • 11. The author designed, customized and delivered this leadership development program The program consisted of three modules (Feb 2012, Aug 2012 and Feb 2013): I. The essence of leadership and acquainting with core leadership concepts II. Self-leadership and self-awareness as a critical success factor for a leaders III. Building effective teamwork skills, including the strategic context of a company Each module included a two-day formal training session and was conducted over four months. Each formal training module of the leadership development program was followed by three-month action learning projects The in-house leadership development program
  • 12. The program might be stipulated as an effective Trainees performed better in sales
  • 13. The leadership development program has had an effect on two different outcomes of trainees compared to non-trainees and might be stipulated as an effective program Results & Conclusions
  • 14. Thank you for your attention!!! The questions were distinguished by chocolates