International Journal of Training and Development · 2001 · 30 citations · 0 references
ManagementLeadershipOrganizational BehaviorLeadership DevelopmentOrganizational DevelopmentOrganizational LearningEmployee DevelopmentEmployee TrainingHuman Resource DevelopmentLeader DevelopmentLeadership EffectivenessLeadership OutcomesEmployee Satisfaction SurveysEmployee Training EvaluationFeedbackJob Satisfaction MeasurementLeadership Development EvaluationLeadership Training EvaluationSatisfaction SurveysScorecard Development
The purpose of this study was to evaluate the effectiveness of an internally developed and delivered Leadership Development program conducted at Mellon Financial Services. The 9‐month program integrated action learning/action science strategies into 13 modules. Program effectiveness was measured using instruments and statistics that already existed in the organisation—employee satisfaction surveys, annual employee turnover statistics, and regional scorecard results. In addition, the training participants completed midpoint and end‐of‐training feedback forms. Results of the evaluation showed that the impact of the training transferred to the participants’ job performance through increased job satisfaction, decreased turnover, and improved scorecard statistics.