The presentation done at the 12th International Symposium in Management 2013 "Challenges and Innovation in Management and Leadership"

1. THE EFFECT OF A LEADERSHIP DEVELOPMENT
PROGRAM
ON BEHAVIORAL AND FINANCIAL OUTCOMES:
KAZAKHSTANI EXPERIENCE
MAIYA TSYGANENKO
ALMATY, KAZAKHSTAN

2.  Maiya Tsyganenko
 Trainer-consultant, Almaty, Kazakhstan, 2002 – till present
 MBA Student, Robert Kennedy College (Zurich, Switzerland), University of Wales
(Cardiff, UK) 2009 - 2013
 Fellow of the International Philanthropy Program, Johns Hopkins University (USA) 2002
 I have two adorable twins, Elissey and Stephanie, 2 years old
 I brought chocolates from Kazakhstan
Introduction

3.  Rationale for study
 Purpose of Study
 Methodology of Study
 Results, discussions and conclusions
Plan of the Presentation

4.  Leadership development has become an increasingly important
phenomenon
 The key assumption that improvements in individual leaders should lead to
the improved performance of the organization
 Traditionally, outcomes of leadership development programs have focused
on fostering individual capacities with no links to organizational performance
 Experts delineate the lack of evaluations of the effectiveness of leadership
development programs
Rationale for Study

5. The aim of the research study was to explore
whether the particular leadership development
program
has any effect
at the individual and organizational levels

6. Research Questions
 Q1: Has the leadership development
program had any effect on behavior
outcomes of trainees comparing with non-
trainees?
 Q2: Has the leadership development
program had a positive influence on
financial outcomes of trainees compared
to non-trainees?

7. Research Sample & Outcomes
 Participants were regional mid-level managers (N = 44) of the local
company “Fortune Invest”, an agency of financial services (since 1999)
 Six leadership behavior competencies were referred to the individual
level as subjective expertize outcomes. We used self-reported scores on
Leadership Steps Assessment, a tool developed by Prof. J. Clawson (2000)
 The financial sales results were attributed to the organizational level as
objective financial outcomes. We used company records of annual sales
results

8. Research Strategy
 A quantitative approach was used to found statistically significant
conclusions about a sample through testing whether the
independent variables (the leadership intervention) cause an effect
on the dependent variables (two different outcomes)
 Pretest-Posttest Control Group Design: we measured the
outcomes before and after training intervention and compared an
experimental group with a control one

9.  To compare behavioral characteristics of participants, we
conducted two t-test administrations,
(1) Within the groups, for dependent samples
(2) Between the groups, for independent samples
 To identify relationships between sales outcomes as a dependent
variable and training intervention as an independent variable, we
employed two linear regression models,
(1) Simple linear regression (Model 1)
(2) Multiple linear regression (Model 2)
Data Analysis

10.  Formal training is the foundation of contemporary leadership
development programs (Conger, 1999)
 Action Learning is a tool to apply knowledge and skills
gained during formal training; it is learning through doing
(Day, 2000)
 Networking assisted in establishing of effective
communications with others is the only practice, which leads
individual leader’s development to collective leadership
development (Day, 2000)
Interventions for Leadership Development

11. The author designed, customized and delivered this leadership development program
The program consisted of three modules (Feb 2012, Aug 2012 and Feb 2013):
I. The essence of leadership and acquainting with core leadership concepts
II. Self-leadership and self-awareness as a critical success factor for a leaders
III. Building effective teamwork skills, including the strategic context of a company
Each module included a two-day formal training session and was conducted over four months.
Each formal training module of the leadership development program was followed by three-month
action learning projects
The in-house leadership development program

12. The program
might be
stipulated as an
effective
Trainees
performed
better in
sales

13. The leadership development program has had an effect
on two different outcomes of trainees
compared to non-trainees
and might be stipulated as an effective program
Results & Conclusions

14. Thank you for your attention!!!
The questions were distinguished by chocolates