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•Changing leadership competencies are ubiquitous. A whopping 76% of organizations say they have either changed their leadership competencies recently, just created leadership competencies for the first time or plan to change their leadership competencies soon.
•Most organizations still have a long way to go in pushing leadership development down to lower levels of the organization. It’s the norm for organizations to target senior, mid-level and front-line leaders with development, but only a third of organizations currently target individual contributors with leadership development. This is in direct contrast to the 95% of HR leaders who say that employees who are not in a direct supervisory role now need leadership skills and the 86% who say that employees are assuming leadership roles without a formal leader designation.
•It’s clear that organizations are still in the process of changing competencies to include digital/agile competencies but there is a gap for many organizations with respect to the attitudinal, digital/agile and skill competencies between their stated importance and their inclusion in leadership development programs currently used by organizations.
This eye-opening research into leadership development trends will encourage you to ask yourself some probing questions about how your leadership development program stacks up against the new demands leaders face in the digital economy. We will also share how our new Leadership Development Program (SLDP) can help organizations modernize their approach to continuous leadership development. We will review in detail SLDP’s feature set against the back-drop of the previously-presented research. The feature discussion will include commentary on the scenario-based instructional model, the emphasis on reflection and practice, and the optimization of learner experience in an on-demand, continuous-learning development solution.