Evaluating leadership training and development: a levels of analysis perspective

Clarke, N. (2012) Evaluating leadership training and development: a levels of analysis perspective. Human Resource Development Quarterly. (In Press)

Abstract

The changing context of work and organizations is calling upon new and differing demands of leadership. Differing contexts are also placing differing expectations on the goals of leadership training and development. To date, few comprehensive models to guide evaluation research and practice in the field of leadership training and development have appeared in the literature. This paper puts forward the first multi-level evaluation model to guide leadership training and development at five levels of analysis: Individual, Leader-Follower Dyad, Team, Organizational and Community. The model attempts to overcome significant limitations in previous evaluation models by putting forward clearer theoretical rationales to explain how leadership training and development impacts at each of these five levels. The model therefore is the first attempt to offer an integrative approach to examining how leadership may interact and bridge these differing levels of analysis. The model outlines the beginnings of a framework for identifying how specific behavioral and cognitive factors in organizations support social capital and the particular social and emotional skills and behaviors that facilitate social participation from which social capital can emerge.

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