Management and Leadership Development Needs: The Case of Estonia

The Tasmanian Department of Health and Human Services management and leadership development program consists of a foundation program for frontline and aspiring managers, with additional program streams for graduate trainees, senior nurses and allied health professionals, clinical leaders and senior executive management teams. An academic pathway has also been developed in partnership with the University of Tasmania. Some elements of the management and leadership program were developed with a great deal of specificity and structure, while others have been left free to respond to expressed need as it arises. This case study describes the development and delivery, challenges and achievements of the program, focusing on the more structured elements: the foundation, graduate trainee and academic streams. In particular, it illustrates the strengths and weakness of a program that depends upon the goodwill and commitment of organisational partners and middle and senior managers, during a time of fiscal constraint. This article will be of interest to other jurisdictions and sectors seeking to strengthen staff management and leadership skills.

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‘It’s the organization that is wrong’: Exploring disengagement from organizations through leadership development

Leadership ◽

10.1177/1742715019879306 ◽

2019 ◽

Vol 16 (2) ◽

pp. 141-162 ◽

Cited By ~ 2

Author(s):

Magnus Larsson ◽

Robert Holmberg ◽

Steve Kempster

Keyword(s):

Leadership Development ◽

Social Identity ◽

Development Programme ◽

Significant Implication ◽

Successful Management ◽

Repeated Interviews ◽

The Relationship ◽

Management And Leadership

This research explores the relationship between participation in leadership development programmes and disengagement from the employing organization. Based on repeated interviews with 10 managers participating in an open leadership development programme, our analysis shows that half of the participants reflected a sense of distancing themselves from how their organizations practiced leadership, and for some, an emotional disengagement with their home organization which we see as analogous to changes in social identity. We problematize the role of management and leadership development programmes with regard to the relationship between organizations and employees. A series of paradoxes are reflected in our critique of this relationship. The most prominent in terms of implications is that a successful management and leadership development programme – recognized by employees and employers – can generate dissatisfaction with the home organization as a consequence of the purpose of the programme: to increase confidence and enhanced agency. This paradox has significant implication to the leadership development industry and we explore these implications.

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