The fractured field of leadership development: a case study of stalled professionalisation

Mounting global investment in the industry of leadership development ($366 billion US 2019) has reportedly not delivered corresponding improvements in leader or organisational performance. By establishing an industry model, this research identified influences on performance, including stalled professionalisation. Also important were the practitioners designing and delivering leadership development, whose client focus took precedence over evidence or industry change. Other impacts were disconnected theory, intense competition and differentiated client services. Furthermore, no industry group expressed interest in professionalising, measuring results, or improving industry performance. Through identifying these influences, this research provides the industry with strategies to improve leader and organisational performance.