CASE STUDIES
Video Transcript:
Now, please join us as we take a look at a few of companies who have done their leadership training programs effectively.
At first, I would like to share a case study about Allstate Insurance Company. As the nation’s largest publicly held personal lines insurance company, their senior management team first created and implanted a long-term, systemic leadership development process since 1996, and right now it opens to all leaders in the organization. Their training process aimed to maximize the business results and build a supportive work environment (Stephens, 1999).
The process includes an in-house, consistent, four-phase cycle – assessment, feedback, development planning and development (Stephens, 1999); and proposed “360-degree feedback instruments”. The company also developed “Coach Workshop” by providing training in a train-the-trainer format to assist leaders for further competency. And from a development perspective and practical learning-in-working setting, they required leaders to attend the “Leadership Development Curriculum”(Stephens, 1999).
So throughout the quantitative and qualitative data of Leadership Development Process, the preliminary results displayed that the program is successful. It indicates the correlation between leadership behavior and business results and emphasis the significance of leadership development (Stephens, 1999).
Similarly, University of North Carolina (UNC) Health Care has also practiced effective continuous leadership development programs. They believed that providing more and better leadership training would improve the leadership skills of supervisors, empower the improvements, and develop the full capability of staff (Kaye, 1999).
As a result, UNC healthcare emerged a new leadership model: Leadership development implementation model. The leaders used it to collect data from the external environment, analyzing that data internally and assessing their developmental needs, and then taking actions externally. Moreover, they introduced two new programs called “management orientation” and “leadership and team-working” to create a learning organization and to fulfill the need for partnership and accountability between new leaders and their managers and staff. Both programs give an overview of objectives explain their role of “leaders as teacher” and enhance the communications within workforce (Kaye, 1999).
By correlating the feedback from employees, the program reinforces the importance of education and dialogue model in leadership development.
In conclusion, both cases indicate there is an effective relationship between leadership development training and business outcomes. Certain leadership behaviors create more impact than others. The implementation of the leadership development training ensures a link with other business strategies. It is proving to be an effective tool for developing the capability of leaders the company needs to train the future leaders (Kaye, 1999).