Lederutvikling: En studie av lederutviklingsprosessen ”Ny som leder”

Maren Engebretsen & Camilla Lilleby Kildal

Student thesis: Master thesis

Abstract

In recent years we have seen that companies in Norway and other countries use millions of dollars on leadership development, while studies have shown that little attention is given to the evaluation of the development tools. Do the investments on leadership development result in the companies’ expected utility? As leadership development represents a significant expense for companies, our claim is that money and resources could be saved or used more efficiently by ensuring that the leadership development initiatives function according to the intended purpose. This thesis presents a study of how a human resource department (HR), leaders and employees experience the utility of a leadership development process designed internally at the consultancy Sopra Steria. To reach a conclusion, the analysis circles around five main concerns; what the three actors believe to be good leadership qualities, how they experience the process of becoming a manager, experienced utility of the leadership development process, if culture is shaped by the leadership development, and if the leadership development process at Sopra Steria has potential for improvement. The analyses show that the leaders and HR experience the leadership development process as a success. The senior management believe in the leadership development process without any formal evaluation or measurement of return on investment (ROI). This implies that the HR department is fully trusted among the senior management, and that they believe the process has effect beyond ROI. Further the results imply that externally recruited leaders ascribe the process more value than internally recruited leaders. This is based on internally recruited leaders feeling more connected to the culture of the company, while externally recruited leaders need more time to adjust to the new role as a leader. Lastly the results show that the employees lack information regarding the leadership development process. This made it difficult for the employees to contribute in the evaluation of utility. Throughout the thesis we have identified three main actions Sopra Steria can perform to improve the leadership development process. These include creating a formal evaluation of the leadership development process, informing the employees about the contents and effects of the leadership development process, and customize the leadership development process in relation to externally and internally recruited leaders

EducationsMSocSc in Human Resource Management, (Graduate Programme) Final Thesis
LanguageEnglish
Publication date2015
Number of pages122