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A Conversation about Bridging the Leadership Development Learning Transfer Gap
Description
This conversation explores the persistent transfer gap in leadership development, where expensive training often fails to translate into actual workplace performance. The author argues that successful learning application is an organizational system challenge rather than just an instructional design issue. To bridge this gap, they recommend integrated strategies such as fostering managerial support, ensuring psychological safety, and aligning performance management systems with new behaviors. Evidence suggests that individual motivation and a supportive organizational culture are more critical to success than the training content itself. Ultimately, they provide a framework for transforming leadership programs from isolated events into sustainable drivers of competitive advantage.
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