Leadership development programmes hold immense potential to transform organisations by equipping leaders with the skills they need to inspire and empower their teams. Yet, these programmes often fall short of expectations. Drawing on the expertise of Ian Noble, Training Manager; Katy Eckert-Turnbull, Coaching and Behaviours Specialist; and Paula Paterson, Solutions Director at FidesOak®,this article explores the key reasons behind these failures and how organisations can avoid them.
Ian Noble highlights that many leadership programmes fail due to insufficient emphasis on sustained learning and application. He explains that too often, organisations view these programmes as tick-box exercises, offering a few days of workshops followed by minimal follow-up. This approach does not allow participants to embed new skills, experiment, and observe gradual behavioural changes within their teams.
Effective leadership development requires a long-term commitment. A study by the Centre for Creative Leadership (CCL) emphasises the importance of continuous learning and reflection, suggesting that real transformation happens when leaders have the opportunity to apply learning over time and receive ongoing support through coaching or mentoring (Centre for Creative Leadership).
Katy Eckert-Turnbull points to a lack of “buy-in” from participants as a significant barrier. A fixed mindset among leaders - especially those who believe they are already skilled - can undermine the effectiveness of any programme. While increasing productivity may seem like the only key performance indicator, other critical factors like employee wellbeing and engagement are often overlooked.
Research from the Chartered Institute of Personnel and Development (CIPD) supports this view, indicating that leadership development programmes are more successful when participants genuinely engage with the process and recognise the broader impact of their leadership on organisational culture (CIPD).
Paula Paterson stresses the importance of conducting a thorough needs analysis to ensure that programme content aligns with the organisation’s requirements. She notes that programmes often fail when they do not address both technical management skills (e.g., scheduling and task allocation) and non-technical leadership skills (e.g., emotional intelligence, communication, and accountability).
Misalignment can result in a programme that feels disconnected from the challenges leaders face in their day-to-day roles. Harvard Business Review highlights the importance of tailoring programmes to the specific context of the organisation to ensure their relevance and impact (Harvard Business Review).
Both Katy and Paula emphasise the need to embed learning into the organisation’s culture. Katy highlights how programmes fail when organisations do not hold themselves accountable for their own development or implement the support structures necessary to sustain change. Paula adds that embedding behaviours into habits requires experiential learning and on-the-job application.
Amy Edmondson’s work on psychological safety reinforces the idea that an organisation’s culture significantly impacts the success of leadership development programmes. Leaders are more likely to apply what they learn when the organisation actively encourages and rewards new behaviours (Edmondson, A., The Fearless Organization).
Paula also highlights the importance of inclusivity in leadership development. Programmes often fail to account for the unique needs of underrepresented groups, missing opportunities to ensure diversity and inclusion within leadership pipelines. Tailored approaches that address these gaps not only foster equity but also enhance organisational performance, as research shows that diverse teams drive better decision-making and innovation.
Ian points out that programmes relying too heavily on theoretical knowledge without providing opportunities for real-world application are unlikely to succeed. Leadership is not a one-size-fits-all endeavour, and leaders must adapt their approach to suit different situations. Programmes that include mentoring and coaching allow participants to reflect on their performance and refine their strategies over time.
From the insights of FidesOak® experts, the key to successful leadership development lies in:
1. Long-Term Commitment: Ensuring sustained learning through follow-up sessions, mentoring, and real-world application.
2. Tailored Content: Aligning programme content with organisational needs and addressing gaps in skills, diversity, and inclusion.
3. Embedding Behaviours: Creating a culture that supports and rewards the application of new skills.
4. Ongoing Support: Providing coaching and mentoring to guide leaders as they navigate challenges and refine their approach.
Leadership development programmes fail when they are treated as isolated events rather than ongoing journeys of growth. By addressing the challenges highlighted by Ian, Katy, and Paula, organisations can design programmes that truly empower leaders to drive meaningful change.
A FidesOak®, we specialise in creating tailored leadership development solutions that align with your organisational goals and culture. If you are ready to invest in leadership that inspires high-performing teams and sustainable success, we invite you to connect with us. Together, we can build leadership capabilities that stand the test of time.
