IMPACT OF TRAINING ON LEADERSHIP DEVELOPMENT - LESSONS FROM A LEADERSHIP TRAINING-PROGRAM

The study examined the impact of a 19-year-old leadership training pro gram on the participants. Both qualitative (interviews, document analy ses, and direct observations) and quantitative (preworkshop, end-of-se ssion, poshworkshop, and follow-up questionnaires) research techniques were combined in the study. Data were collected from four groups of s takeholders-namely, the participants, the sponsoring organizations the instructors or facilitators, and the administrators of the program. I n all, 234 respondents were involved in the study The increase and/or changes in participants' leadership knowledge, skills, and attitudes c onstituted the criteria used for determining the impact of the program . The participants perceived that, because of the training, their know ledge and skills increased and their attitudes changed om preworkshop to postworkshop. Significant differences in mean response values were found in the leadership behavior of the participants on the job after the training. Implications of the findings for organizations. programm ers, and future research are discussed.