Why are leadership development programs failing at most companies? Deborah Rowland helps answer the question with insights on why classroom-based learning models must be replaced by “journey-based” models. The current failures of traditional leadership development training/programs are rooted in the industrial training methodologies of the university. Ms. Rowland’s research and practice have supported the need to evolve leadership training into experiential programs that aim to change the habits and behaviors of future leaders. We agree that emotional intelligence theory has a great role to play in this new learning, but ACA research and practice has determined that cultural intelligence theory is a more powerful predictor of superior leadership performance and results. Still, Ms Rowland’s work is clearly a powerful improvement over the status quo.
A new paradigm in corporate learning circles is emerging. Say goodbye to the classroom and hello to the learning journey. A new article in Chief Learning Officer magazine describes the reinvention of corporate learning into the corporate culture function. It proposes that chief learning officers become chief culture officers, and the learning and development (L&D) department become people and engagement (P&E). Meanwhile, learning needs to change from a one-act classroom event to an ongoing learning journey that strengthens and sustains the company culture. This is a complete reshaping of corporate learning programs into culture campaign programs. It is an excellent article.
[This post is part of a series called Exploring Cultural Intelligence written by David Arnowitz, co-founder of Arnowitz Culture Agency. The series will explore the problem and solution spaces that encompass the field of Cultural intelligence. Cultural intelligence research is central to the ACA approach of corporate culture/performance improvement programs]