A Case Study about Leadership Development Training Transfer: Assessment of Exterior Post-Training Factors of a Year Long Leadership Development Program
Abstract: This project, in collaboration with the Centre for Excellence in Learning (CEL) at Vancouver Island Health Authority (VIHA), took a case study approach to assess training transfer in the external post-training environment for leadership development training. The training program, called ‘Leading in a Learning Organization’ (LILO) is being rolled-out to managers, supervisors and leaders at VIHA. At the time of this study a total of 93 leaders had been through the LILO program.
Twenty-one trainees were interviewed and surveyed, based on a five-factor theoretical framework of categories affecting training transfer in the post-training environment. These category constructs were power/empowerment factors, adoption environment factors, continuity factors, situational factors and system/structural factors. In addition, an observer was interviewed for each trainee to assess the organizational impact of the training. A total of 20 observers were interviewed, as one observer could not be reached.
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