(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.

1. 1
Leadership Development Programs and its
Impacts on Employees Retention
Dr. Tunde Ogidan
Prisci Roca Tipton MBA

2.  Summary of Study
 Why Develop the Developers?
 Results/Recommendations from the Study
Agenda

3. Background
 Employee turnover rate has imposed a considerable amount of cost
on some organizations (Yin-Fah, Foon, Chee-Leong, & Osman,
2010).
 Vu (2008) claimed that the indirect and direct cost of turnover is
difficult to peg; however, the cost can range from 25% to 200% of
the departing employee’s salary.
 From Human Resources (HR) perspective, the direct cost may be
easier to quantify as opposed to the indirect cost.
Organizations are at a loss financially when new hires leave because leadership was not able
to provide the appropriate initiative to motivate employees to stay.
Why do employees leave?

4. 1. Relationship with boss
2. Bored and unchallenged by the work itself
3. Relationships with co-workers
4. Opportunities to use skills and abilities
5. Contribution of work to the organization’s business goals
6. Autonomy and independence
7. Meaningfulness of job
8. Organization’s financial stability
9. Overall corporate culture
10. Management’s recognition of employee job performance
Top 10 Reasons Employees’ Leave
HR Resources.com

5. 1. No vision
2. No Connection To The Big Picture
3. No Empathy
4. No (Effective) Motivation
5. No Future
6. No Fun
Top 6 Reasons Employees’ Leave
Forbes
What’s going on?

6. What’s Going On!
 The dynamic between leaders and employees sometimes proves
to be difficult and often the relationship can lead to high
turnover rates. These turnovers are costly to the organization and
the corporate world is slowly realizing that good employees are
costly and difficult to replace (Yin-Fah, Foon, Chee-Leong, &
Osman, 2010).
What’s going on?

7. Studies about developing leaders exists in scholarly journals. However, studies
about the effect of leadership development programs on turnover are sparse. Little
is known about leaders and how they influence employee turnover in the workplace
Questions:
 What are the lived experiences, opinions, beliefs, and attitudes of managers
related to leadership development programs on employee turnover?
 How, if at all do leadership development programs aid with developing
leadership skills?
 What role if any does effective leadership play in employee turnover?
What’s Going On!
Findings?

8. Findings: Thematic Groupings
Thematic Groups Prevalent
Number of participants to
offer this experience
% of participants to
offer this experience
Perceived Leadership
Attitudes about attended
Leadership Development
Programs
Leading and Leadership Skills 17 85%
Networking and Interaction 14 70%
Financial Acumen 9 45%
Business Acumen 8 40%
Understanding People 8 40%
Team Management 8 40%
Organizational Acumen 5 25%
Communication Skills 2 10%
Theme 1: Perceived Attitudes about attended Leadership Development Programs

9. Findings: Thematic Groupings
Theme 2: Perceived Impacts of Leadership on Employee Turnover - Positive and Negative
Thematic Groups Prevalent themes
Number of participants to
offer this experience
% of participants to offer
this experience
Perceived Impacts of
Leadership on Employee
Turnover - Positive and
Negative
Motivation 10 50%
Engagement 4 20%
Empowerment 4 20%
Providing Feedback 4 20%
Listening 3 15%
Fostering an Environment of Trust 3 15%
Job Satisfaction 3 15%
Creating Opportunities 2 10%
Understand the business 2 10%
Influence 2 10%
Recognition 2 10%
Respect 2 10%
Career Development 2 10%
Value 2 10%

10. Findings: Thematic Groupings
Theme 3: Effects of Leadership Development Programs on Leadership Development
Thematic Groups Prevalent themes
Number of participants
to offer this experience
% of participants to offer
this experience
Effects of Leadership
Development Programs on
Leadership Development
Team Management 19 95%
Conflict Management 16 80%
Communication 15 75%
Understanding People - strength and weaknesses 13 65%
Building Relationships 11 55%
Personality 9 45%
Emotional Intelligence 6 30%
Leadership Tools 5 25%
Generational Awareness 5 25%
Motivation 5 25%
Cultural Diversity 5 25%
Listening 4 20%
Sensitivity 4 20%
Time Management 2 10%

11. Findings: Thematic Groupings
Theme 4: General Leadership Perception about the Value of Leadership
Development Programs to the Organization
Thematic Groups Prevalent themes
Number of participants
to offer this experience
% of participants to
offer this experience
General Leadership Perception
about the Value of Leadership
Development Programs to the
Organization
Turnover and retention 12 60%
Leadership skills and concepts 10 50%
Engagement 3 15%
Relationship and interaction 3 15%
Setting the right expectations 2 10%
Performance 2 10%
Motivation 2 10%
Team management 2 10%

12. Findings: Thematic Groupings
Theme 5: Ways to Reduce or Eliminate Turnover Intentions
Thematic Groups Prevalent themes
Number of participants to
offer this experience
% of participants to
offer this experience
Ways to reduce or eliminate
turnover intentions
Motivating the employees 10 50%
Effective Team Management 8 40%
Listening and caring 8 40%
Engaging the employees 5 25%
Providing valuable feedback 4 20%
Empowering the employees 4 20%
Building Relationships 3 15%
Challenging employees 3 15%
Create an environment of trust 3 15%
Job Satisfaction 3 15%
Create opportunities 2 10%
Recognition 2 10%
Switching gears – Related to education?

13. Some opportunities exist from leadership development:
 Help leaders reduce employee turnover intentions
 It increases the skill set and caliber of the leaders,
 It enhances the organization’s developmental activities and education, thus
affording the organization a better competitive advantage,
 It improves employee retention and reduces turnover rates,
 It helps the organization to focus more on other specific strategic needs.
Why Develop the Developers?
Good employees are not easy to find. Retaining good workers with knowledge and skills to
contribute should be kept for the organization’s own benefit
Sometimes, you need to let some employees go. Strong organizations have turnover
Voluntary vs. Involuntary
Back tracking to why we develop developers?

14.  This study is significant because it helps contribute to the growing body of
literature on the relationship of leaders and employees and the impact of
leadership development programs on turnover.
 The study further shows that developing leaders through leadership
programs will help to justify the investments in leadership development
programs.
 The study helps highlight the important points by scholars that a systematic
set of skills acquired from leadership development programs may improve
synergy between the leaders and employees; thus reducing turnover rate and
turnover intentions.
Results

15.  The current study can be expanded to focus on evaluating the leaders that
have attended the leadership development programs.
 The results from this research study can be used by leaders to create and
support the business case for developing leaders.
 Another recommendation is using different organizations and population.
 A qualitative study with focus on leadership development and employee
retention could be developed to provide for re-focus on organizational or
industry specific skills and acumen.
 A recommendation for future research is a qualitative study on the failures
and success of leadership development programs to help organizations and
corporate leaders to focus on deliberate programs that yield good returns
and enhances productivity.
Recommendations

16. What questions do you have?
Questions

17. References
Bureau of labor statistics. (2013). Job Openings and Labor Turnover Summary. Retrieved from http://www.bls.gov/news.release/jolts.nr0.htm
Burns, J.M. (1978), Leadership, Harper & Row, New York, NY.
George, J. M., & Jones G. R. (2008). Understanding and managing organizational behavior (5th ed.). Upper Saddle River, NJ: Pearson.
Jones, G.R. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Neuman, W. L. (2009). Social research methods: Qualitative and quantitative approaches (7th ed.). Boston, MA: Allyn and Bacon.
Ogidan, A. O., Lao, T. M. (2015). A case study on leadership development programs and the impact on employee retention. Leadership &
Organizational Management Journal, 2015(2): 1-18.
Scott, W.R., Davis, G.F. (2007). Organizations and organizing. Upper Saddle River, NJ: Prentice Hall.
Vu, U. (2008). What's the real cost of turnover? Canadian HR Reporter, 21(13), 1-1,9. Retrieved from http://www. go2hr.
ca/ForbrEmployers/Retention/StaffTurnover/WhatstheRealCostofTurnover/tabid/1624/Default.aspx
Yin-Fah, B., Foon, Y. S., Chee-Leong, L., & Osman, S. (2010). An exploratory study on turnover intention among private sector employees.
International Journal of Business and Management, 5(8), 57-64.