Leadership Development Case Studies
This article asserts that few organizations view their leadership development programs using a strategic business perspective. This case study explains how the Center for Creative Leadership and Catholic Healthcare Partners used five steps to create a leadership strategy. The five steps used are: clarify aspirations and business strategy; identify capabilities to implement business strategy; assess those capabilities; make leadership development a key component; and get top executive support.
T+D v59 n12 p45-47 December 2005
This article describes the process used at Binney & Smith (B&S) to evaluate its position within its industry and to determine what changes needed to be made. One of the first areas assessed was the B&S leadership development program. One of the key changes to leadership strategy was to accept and demand innovation within the organization.
T+D v59 n7 p34-35 July 2005
This case study explains the Simonton Windows leadership development program focusing on an innovative component, the leadership challenge. The leadership challenge component enables the newly trained leaders to apply their skills in one of several non-work settings--most often a school or community group. This component sets the program apart and increases Simonton's return on its leadership development nine-day certificate program investment to an enviable 8:1 ratio.
T+D v59 n6 p53-55 June 2005
This article describes the organizational savvy model a tool developed to help organizations develop effective leaders. This technique was put to the test at the MGM Grand Detroit Casino where the model was used to create a two-part plan. The program focused on helping leaders understand the attitude and behaviors expected by the casino.
T+D v59 n5 p60-62 May 2005
This case study discusses the use of Ninth House's Situational Leadership II to train the US Navy's duty station and shipboard officers. This case study contains the results of what's thought to be the first ever study of the behavioral impact of online training. The results are impressive--individuals who completed the Ninth House program increased their knowledge and retention of SL II material from 63 percent to 91 percent—a 44 percent improvement—and demonstrated a significant behavioral change in key leadership areas. Ninth House reports that the program costs 94 percent less than traditional classroom training and could be completed in one-tenth of the time.
Learning Circuits v6 n4 April 2005
This case study describes how BP took a bold look at making its successful, global management development program better. The article explains the steps taken to take a deeper, more focused look at the program to determine what would increase its relevance and value to BP.
T+D v59 n3 p32-41 March 2005
This article shares the success story of Equity Residential’s leadership development program, LEAD-Self program. This low-tech, mostly classroom-based program grew out programs attended by the company CEO at the Center for Creative Leadership (CCL). In fact, Equity Residential tapped CCL and the University of Maryland to help create LEAD.
T+D v59 n2 p53-55 February 2005
