Is Leadership Development Broken?

I recently came across a Forbes article by Mark Murphy that resonated with me, titled "Leadership Development Is Broken, Because We're Asking the Wrong People If It's Working."

As a creator of leadership development programs (LDPs) and online curriculum, I took the article to heart. Leadership Development is a multibillion-dollar global industry, encompassing a wide array of training methods, workshops, and online courses designed to enhance the skills of current and aspiring leaders. However, it is crucial to recognize that the evaluation of these programs primarily rests with their creators and senior executives. This practice raises significant concerns, as it tends to overlook a critical aspect of leadership training: the actual impact these programs have on the individuals they are intended to benefit.

Specifically, we must consider the perspectives and experiences of those who report directly to the leaders—often referred to as the "frontline employees" or "team members." The effectiveness of any leadership development initiative should not be judged solely by leaders' satisfaction or by the metrics used by program designers. Instead, a more holistic approach is needed, one that incorporates feedback from all levels within an organization. This means actively seeking insights from employees who work under the leaders who have undergone such training. Their day-to-day experiences, challenges, and interactions with their leaders provide invaluable data that can reveal whether the skills learned in LDPs translate into real-world improvements in leadership effectiveness, team dynamics, and overall organizational health.

Moreover, the emphasis on evaluating LDPs through the lens of senior executives can lead to a narrow understanding of leadership effectiveness. Leadership is not just about strategic decision-making or high-level vision; it is about inspiring, motivating, and empowering individuals at every level of the organization. To truly gauge the success of leadership development efforts, we must delve deeper into the qualitative aspects of leadership, such as emotional intelligence, communication skills, and the ability to foster a positive workplace culture. These elements are often best assessed through the eyes of those who interact with leaders daily.

Incorporating a feedback loop that includes input from team members can lead to more responsive and relevant LDPs. By understanding the unique challenges employees face and how they perceive their leaders' actions and decisions, program designers can tailor their offerings to address specific needs and gaps. This collaborative approach not only enhances the learning experience for leaders but also cultivates a sense of ownership and engagement among employees, ultimately benefiting the entire organization.

As the global leadership development industry continues to grow and evolve, we must transition from a top-down evaluation model to a more inclusive and comprehensive assessment framework. By prioritizing the voices of those who report directly to leaders, we can ensure that LDPs are not only effective in theory but also impactful in practice, leading to genuine improvements in leadership quality and organizational success.

Shifting from an Appearance of Success to Actual Leadership Growth

Many Leadership Development Programs (LDPs) appear successful, evoking a sense of accomplishment and positivity among participants upon completion. However, a closer examination reveals that these programs do not consistently translate into tangible results in the leaders themselves. This discrepancy highlights a significant disconnect between the satisfaction that many individuals express regarding their experiences in LDPs and the actual effectiveness of their leadership capabilities post-program.

The reasons for this incongruity can be multifaceted. For instance, participants often report feeling motivated and inspired during the program, leading to a temporary boost in morale and confidence. However, this initial enthusiasm may not be sustained once they return to their regular work environments, where the challenges of day-to-day operations can quickly overshadow the insights gained during the training. Additionally, the skills and knowledge acquired in LDPs may not be effectively integrated into their leadership practices due to a lack of ongoing support, mentorship, or practical application opportunities. Furthermore, the design of many LDPs may focus heavily on theoretical frameworks and abstract concepts of leadership rather than providing actionable strategies and real-world scenarios that leaders can apply in their unique contexts. This can result in a gap between what is learned in the program and how it is implemented in practice.

Without adequate follow-up or reinforcement, the skills and lessons learned can fade, leaving participants feeling as though they have not truly developed as leaders. This fact raises the critical question of how organizations can ensure their investment in leadership development yields meaningful, sustained improvements in leadership effectiveness. It underscores the need for a more comprehensive approach to LDPs —one that not only fosters initial learning and engagement but also emphasizes continuous development, practical application, and feedback mechanisms. By addressing these gaps, organizations can better align the perceived value of LDPs with the actual outcomes in leadership performance, ultimately cultivating a more effective leadership pipeline that drives organizational success.

Solutions for Reimagined Leadership Development

To address these gaps and foster genuine leadership growth, here are practical, actionable solutions. These focus on inclusive evaluation, sustained application, and real-world integration to ensure LDPs translate into tangible organizational benefits.

1. Implement Employee-Centric Feedback Loops.

Why it helps: Traditional evaluations rely on self-reported satisfaction from leaders or executives, which often masks the lack of real impact on team dynamics, motivation, and daily interactions. By including frontline employees—those who report directly to trained leaders—you gain honest insights into whether skills like emotional intelligence, communication, and empowerment are being applied effectively.

How to implement: Conduct anonymous surveys or focus groups with team members 3-6 months post-training to assess changes in leadership behavior. Ask specific questions like: "Has your leader improved in providing constructive feedback?" or "Do you feel more empowered in your role since the training?"

Utilize 360-degree feedback tools that gather input from peers, subordinates, and superiors to create a comprehensive view.

Tie this feedback to program redesign: If employees report no improvement in areas like career development (where only 19% see advancement paths), adjust curricula to include modules on mentoring and growth planning.

Expected outcome: This fosters a collaborative culture, increases employee engagement, and ensures LDPs address real gaps, leading to higher retention and productivity.

2. Incorporate Ongoing Support and Reinforcement Mechanisms

Why it helps: The blog highlights how initial enthusiasm from LDPs fades without follow-up, due to challenges in daily operations and a lack of practical application. Sustained support prevents skills from "fading" and bridges the gap between theory and practice.

How to implement: Build in post-program coaching or mentorship pairings, where participants work with experienced mentors for 6-12 months to apply learned concepts in real scenarios.

Create accountability structures, such as action plans with measurable goals (e.g., "Conduct bi-weekly one-on-one meetings with team members") and regular check-ins.

Offer micro-learning resources, such as short online modules or apps, to provide refresher content on key topics, such as performance appraisals, where leaders often fall short.

Expected outcome: Leaders experience continuous growth, turning temporary motivation into long-term habits that improve team performance and organizational health.

3. Shift Focus from Theory to Actionable, Real-World Strategies

Why it helps: Many LDPs emphasize abstract concepts without providing implementation tools, resulting in a disconnect when leaders return to their roles. Prioritizing practical scenarios ensures skills are relevant and immediately applicable.

To implement this, redesign curricula to include role-playing exercises, case studies based on participants' industry challenges, and simulations of common leadership dilemmas (e.g., handling team conflicts or driving innovation).

Integrate experiential learning, such as on-the-job projects where leaders apply new skills and receive immediate feedback from their teams.

Customize programs by conducting pre-training needs assessments, with input from both leaders and employees, to target specific pain points, such as fostering a positive workplace culture.

Expected outcome: Participants gain confidence in applying their skills, leading to measurable improvements in areas such as employee excitement about career growth (currently only 18%).

4. Measure Success with Balanced Metrics Beyond Satisfaction

Why it helps: Relying solely on participant satisfaction creates a false sense of success. Broader metrics that incorporate employee input and business outcomes provide a more accurate picture of ROI.

How to implement: Track key performance indicators (KPIs) like employee engagement scores, turnover rates, and productivity metrics before and after LDPs.

Use mixed-methods evaluation: Combine quantitative data (e.g., survey scores) with qualitative insights from employee interviews to capture nuances in leadership effectiveness.

Benchmark against industry standards and iterate annually, ensuring programs evolve based on collective feedback rather than top-down assumptions.

Expected outcome: Organizations can justify investments in LDPs with evidence of real impact, such as stronger leadership pipelines and enhanced team innovation.

By adopting these solutions, creators of LDPs and organizations can move beyond the "appearance of success" to foster genuine leadership transformation. This inclusive approach not only amplifies the voices of frontline employees but also aligns training with practical needs, ultimately driving sustainable organizational success. If you're implementing these in your own programs, consider starting with a pilot group to refine them based on initial results.