High Impact Leadership Survey: A first glimpse at some data

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With an astonishing participation at our 2016 Bersin by Deloitte High-Impact Leadership research, the survey is officially closed!

2,422 HR, L&D and business leaders across the globe completed our online questionnaire, forwarded it to peers and spread the word about it – a big Thank you to all our supporters!
This leadership research aims to answer the following two questions:

1. What Works in Leadership Development?
Our data will help us understand the following questions: what distinguishes highly successful organizations’ leadership development initiatives from the rest? What are they doing exactly and how do they do it? Who is the audience, what is the program, how is its impact measured? And more.

2. What Else are top performing companies doing to grow their leaders?
Following the idea of Systemic Leader Growth, we look beyond organized leadership development efforts and ask: What else within the organizational environment helps build high quality leaders?  What is it about culture, structure, stakeholder relations and processes that jumpstarts, nudges, drives individuals to become better leaders?

Status Quo: Leadership, rated

One insight that was available to survey participants upon completion was an instant result in regards to two questions (see graphics below). The results are sobering: only a collective 35% of participants consider their organization’s success in identifying and developing leaders as “above average” or “excellent” (graphic 1).

Graphic 1:

  

 

What’s more, when asked to estimate the percentage of leaders in their organization who display certain critical leadership behaviors, participants indicated that no more than 60% at maximum do so (graphic 2).

Graphic 2: 

  

 

What’s Next?

In the coming months, we will dig further into the data and, if all goes as planned, I will present some early results at this year’s IMPACT conference in April: http://impact.bersin.com/.

If you have any questions about this or our other research, please email me at mailto:aderler@deloitte.com.

 

As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
  Copyright © 2016 Deloitte Development LLC. All rights reserved.

        

Andrea Derler

Leadership & Succession Research Leader / Bersin, Deloitte Consulting LLP

Andrea leads Bersin’s research execution team and also serves as leadership and succession management research leader for Bersin, Deloitte Consulting LLP. Focused on the continued evolution of Bersin’s research capabilities, her expertise lies in research on business leadership, leadership development and learning, and related talent topics. Her work about leaders’ ideal employee received widespread media attention in Europe and has been published in the journal Leadership & Organization Development. Andrea has a doctoral degree in economics (leadership and organization) from the FernUniversity Hagen (Germany) and a master’s degree in philosophy from the Karl-Franzens-University in Graz (Austria).

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