Korn Ferry Hay Group Study Points to Dissatisfaction with Leadership Development Efforts and Leaders’ Ability to Drive Strategic Change
- Leaders Say They Would Throw Away Half of their Current Leadership
- More than Half Rank Leadership Development ROI as Fair to Very Poor
U.S. respondents made up nearly one third of the 7,500 global respondents, and their answers generally mirrored responses from other parts of the world.
The largest percentage of U.S. respondents said their most important leadership development priority was developing leaders to drive strategic change. However, only 17 percent said they were confident they had the right leadership capabilities in place to execute their strategy, and only 18 percent were confident that their leadership team demonstrated the behaviors needed to successfully deliver on strategic business priorities.
“The best thought-out business strategy will fail miserably if the
leaders within an organization don’t have the skills to make it come to
Survey respondents in
“Many leadership development initiatives fail because they are simply a
series of programs instead of a comprehensive approach that ties
directly back into the business strategy,” said
In the study, the vast majority (87 percent) of U.S. respondents said that connecting leadership development with social responsibility efforts positively impacts their company’s overall engagement and performance.
“A growing number of people across all levels want to work for an organization that is aligned with their values and committed to serving the world in a positive way,” said Baltzley. “Linking leadership development to social responsibility helps the individual, the organization and the greater good.”
The study also found that executives may be their own biggest barrier to achieving leadership development success. Respondents, many of whom were executives, cited a lack of executive sponsorship as the largest barrier to successful implementation of leadership development programs.
“We understand that executives are incredibly busy with business issues, but a focus on development – for themselves and for emerging leaders across their organization – is how successful implementation of organizational strategy can be realized,” said Crandell.
About the Study
The Real World Leadership North America Edition of this research can be found at www.kornferry.com/real-world-leadership.
Select Key U.S. Findings
1. Do you have the right leadership capabilities in place to execute on your organization’s strategic business priorities?
|-- Definitely yes||17 percent|
|-- Somewhat yes||54 percent|
|-- Unsure||11 percent|
|-- Somewhat no||13 percent|
|-- Definitely no||5 percent|
2. Does your leadership team demonstrate the leadership behaviors needed for your organization to successfully deliver on its strategic business priorities?
|-- Definitely yes||18 percent|
|-- Somewhat yes||55 percent|
|-- Unsure||8 percent|
|-- Somewhat no||15 percent|
|-- Definitely no||4 percent|
3. Does your organization leverage its corporate and social responsibility agenda to develop leaders?
|-- Definitely yes||23 percent|
|-- Somewhat yes||37 percent|
|-- Somewhat not||27 percent|
|-- Definitely not||13 percent|
4. To what extent as leveraging corporate and social responsibility agendas impacted your company’s overall engagement and performance?
|-- A lot||27 percent|
|-- Some||60 percent|
|-- Little||12 percent|
|-- None||1 percent|
5. How would you describe your return on leadership development?
|-- Very Good||12 percent|
|-- Good||35 percent|
|-- Fair||39 percent|
|-- Poor||11 percent|
|-- Very poor||3 percent|
Tracy Kurschner, 612-309-3957