Leadership development continues to be a problem area in UK businesses. Whilst it is consistently regarded as inadequately or even poorly done, the majority of leaders (over 74%) consider that enhancing leadership capability would improve an organisation's prospects. (See our earlier article At the Helm of Unbalanced Ships).
Leadership development programmes in the UK, Europe and US, tend to focus on developing skills (such as managing people, strategic management, etc), those we think of as DOING skills OR, less frequently, to developing the individual leader's personal strengths and capacities (such as developing EQ, authenticity, etc), the BEING skills. It is rare that these are addressed together in an integrated way.
54% of those polled considered that leadership development in their organisation was ineffective and a further 44% considered it was poor. [Borderless 2016 Leadership Development Survey]