The document summarizes a three-day leadership development course called Leadership in Action (LiA) for early career academics. It discusses how the 36 participants worked in groups, received coaching, and assessed their leadership skills before and after the program. Overall, participants grew an average of 21% in resilient leadership qualities like awareness, decision-making, clarity of direction, and presence. Individual growth profiles showed development across these areas. The document highlights examples of a typical, transformational, and reinforced participant to illustrate the program's impact.

1. Leadership in Action
Impact Analysis
Kings/UCL April 2018

2. What is Leadership in Action (LiA)?
• A three-day intensive, experiential leadership development course for early career academics and
researchers
• 36 participants work in varying groups of 6 on specific leadership tasks followed by feedback for the
leader on their effectiveness
• Each group is facilitated by an experienced coach who helps them deepen and generalise learning
• Participants consolidate their learning in buddy sessions and through group coaching in a “home group”
which meets at the end of each day
• The course uses the Resilient Leaders Elements as a framework for the cognitive and emotional aspects
of leadership
• Each participant assesses their leadership using the Resilient Leaders Development Programme before
the course in order to identify development areas and to set a personal goal
• Participants also assess their leadership using the same programme in order to measure the impact of the
course and to steer their further development

3. Group profiles before and after LiA
Initial After
(Grey line shows Initial Profile)
Awareness Resilient Decision Making Clarity of DirectionLeadership Presence

4. Growth in Resilient Leadership
Overall: 21%
Awareness: 26%
Resilient Decision Making: 17%
Clarity of Direction: 22%
Leadership Presence: 19%

5. Growth matches Development Areas
Relative Development Areas
Relative Strengths
Growth Achieved
1. Awareness: 26%
2. Clarity of Direction: 22%
3. Leadership Presence: 19%
4. Resilient Decision Making: 17%
Development Focus

6. Growth in Facets
Top 6 include Awareness of Self and Others, Strategic Intent, Serving,
Unifying Purpose and Creative Decision Making
All identified as Development Areas for the Participants before the programme

7. Individual Participant Growth
NB Outlier
excluded
from overall
growth
statistics due
to skewing
effect
“Typical” participant
“Reinforced” participant
“Transformational” participant

8. Impact on individuals
• The following pages show extracts from three of the 36
participant’s assessments:
• A “typical” participant, achieving close to the average overall growth of 21%
• A “transformational” participant who developed their overall leadership by over
100% and grew massively in confidence
• A “reinforced” participant for whom the course confirmed their abilities and gave
them confidence to lead in different situations and improved their Strategic Intent
and their Resilient Decision Making

9. A “typical” participant
Growth (22%)
Noticeable growth in Awareness and Clarity of Direction
Goal (written as their future ambition)
I am a Principal Investigator/Group Leader and I am
motivating members of my research group to produce good,
rigorous science.
Personal Impact (strength statements)
I now better understand my motivations and what takes me
from pressure to stress. I am gaining a better understanding
of the people around me, and how i can get the best out of
them.
I am getting better at listening to people and understanding
their motivations - this helps me to understand how to lead
them better.
I am happy creating robust plans that should lead to
deliverable results.
I believe that I am very clear in stating both the short term and
long term goals of each project, and I think people react well
to this.

10. A “transformational” participant
Growth (116%)
Dramatic growth in Strategic Intent, Resilient Decision Making and
Awareness of Environment
Goal (written as their future ambition)
I work at a company which develops anti-cancer therapeutics. I am
in charge of a small team. My own ideas are being taken forward
and my goals achieved with the help of my team. I feel fulfilled with
my role and carry on with my passion to help beat cancer.
Personal Impact (strength statements)
I understand my motives and try to adjust them if I feel they are not
supporting my overall goal. I appreciate others' cultures, strengths
and weaknesses, and their motives which may be different from
mine.
I operate to my values and ethics, and I remain focused on the
purpose of my organisation.
I can now work outside the usual frame of reference, and can
adapt and respond to the urgency of situations.
I have vision and a strategy for future, I communicate effectively
with my colleagues, I am highly determined and I'm quite stubborn.
(these growth results were excluded from the group
analysis as they dramatically skew the %growths in
Resilient Decision Making)

11. A “reinforced” participant
Growth (5%)
Built on strengths and increased Strategic Intent and
Robust Decision Making
Goal (written as their future ambition)
I have made good decisions on which avenues to prioritise,
planned and executed studies in a rational, efficient manner
and have presented my thoughts and data with confidence.
Personal Impact (strength statements)
The course showed me a variety of leadership styles &
made me appreciate that although some were different to
mine, there were good points in all.
I possess strong ethical values and like to help others.
The course allowed me to discover that I did have a
creative side and could use this in solving problems.
I am good at talking through my ideas with others and
getting their support.