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Evaluation of a leadership development programme. Developing a ¿fit for purpose¿ model to evaluate a leadership development programme at the individual, departmental and organisational levels within the BBC

By Ian C. Hayward

Abstract

The research was aimed at addressing the challenge of evaluating a large scale\ud change intervention in a large organisation and in a complex environment. Finding\ud robust, meaningful yet realistic methodologies from among the array of possible\ud approaches, methods and techniques has proved problematic, for both\ud organisational practitioners and academics alike. The research explored this issue of\ud choice from the perspective of ¿fit for purpose¿ and suggests a multi-faceted\ud approach, using a range of evaluation methods and techniques, which were applied\ud to an ongoing example at the BBC. It was also planned to use structural equation\ud modelling (SEM) techniques to examine the relationships between variables critical\ud to the study. The approach described represents a ¿pilot¿ evaluation exercise, which\ud drew on data collected from early cohorts going through the BBC Leadership\ud Programme, a key element of the ¿Making it Happen¿ change strategy initiated by\ud the then Director General, Mr. Greg Dyke. As a second level of research, an\ud evaluation of the primary evaluation itself, i.e. of the BBC Leadership Programme,\ud was also undertaken to assess the effectiveness of the primary evaluation strategy\ud and its implementation.\ud Three hypotheses were examined in terms of programme impact: It was proposed\ud that participation in the programme would bring about collective improvements in\ud individual leadership behaviour (Ho1), leading to improved departmental\ud performance across the business (Ho2), in turn, resulting in improved organisational\ud performance (Ho3). Due to limitations in the application of the methodology it was\ud not possible to use SEM analyses on the data collected. Alternative analyses failed\ud to demonstrate conclusive support for all three hypotheses and, while other factors\ud besides programme attendance appear to influence leadership performance the\ud afore-mentioned limitations restrict the ability to draw firm conclusions. Following\ud evaluation of the primary evaluation it was evident that, as a pilot exercise, important\ud outcomes from the programme evaluation give rise to ¿lessons learned¿ and changes\ud are suggested for any future evaluation exercise of this kind.Embargo on full text access until notified by SoM - SN/SM/02/08/201

Topics: Evaluation, Return on investment, Qualitative, Quantitative, Value added, Leadership, Culture, Change strategy, Performance, Management, British Broadcasting Corporation (BBC), Competencies, Behaviours, Meta-evaluation, Multi-faceted, Structural equation modelling (SEM), Quasi-experimental, Fit for purpose, Organisation
Publisher: School of Management
Year: 2009
OAI identifier: oai:bradscholars.brad.ac.uk:10454/4284
Provided by: Bradford Scholars
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