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

THE EFFECT OF A LEADERSHIP DEVELOPMENT PROGRAM

ON BEHAVIORAL AND FINANCIAL OUTCOMES:

KAZAKHSTANI EXPERIENCE

MAIYA TSYGANENKOALMATY, KAZAKHSTAN

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

Rationale for study

Purpose of Study

Methodology of Study

Results, discussions and conclusions

Plan of the Presentation

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

The aim of the research study was to explore

whether the particular leadership

development program

has any effect

at the individual and organizational levels

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?

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

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

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

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

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

The program might be

stipulated as an effective

Trainees performed better in

sales

Trainees have differences on Vision, Support, Relentlessness

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

Thank you for your attention!!!

The questions were distinguished by chocolates