AI-based leadership development programs–how good are they and which methods and formats deliver the best results?

How can genAI (generative artificial intelligence) support the development of leaders?

Training Magazine and Wilson Learning Worldwide Inc. have surveyed 870 learning and development (L&D) professionals on a broad range of topics in the eighth Leadership Development Survey. These ranged from skills and learning methods to the use and impact of AI.

GenAI can therefore play a key role in leadership development by:

• Developing programs, to provide more structured outlines that improve efficiency and ensure comprehensive coverage and consistency between topics.
• Creating realistic scenarios in video format for immersive learning and to practice experiences, that improve leader engagement and decision-making skills.
• Providing personalized feedback and coaching through AI chatbots to improve leadership skills.
• Generating ideas for developing curriculum, ensuring innovative and relevant content by researching and summarizing topics more efficiently.
• Editing and refining content, improving communication through greater clarity and accuracy.

The great potential of genAI currently is in developing content, structuring programs, providing feedback on development and planning further development.

AI has revolutionized many areas by providing comprehensive information (based on an enormous amount of information) in seconds. This information is based on sources of varying quality, which is why ChatGPT, for example, states “ChatGPT can make mistakes. Check important information”.

Checking results is part of scientific work. Results are found by focusing on a particular area, which means that everything outside the focus is not analyzed. One challenge is how to identify such findings as there are countless results in research.

In short, genAI delivers more comprehensive results, if a huge amount of information is available and science delivers more accurate results. The combinatorics is the key to success.

AI, virtual and augmented reality – usage and effectiveness

The results are surprising, as virtual and augmented reality, and AI, as a group of learning methods, represent an outlier. Only 26% of respondents used these methods.

The effectiveness assessment was by far the lowest at 13%.

This result explains why virtual and augmented reality, and AI do not appear in the diagram. The diagram below starts with 46%.

GenAI can be used to create a good knowledge base by using accurate results, for leadership development programs. As the effectiveness of AI in leadership development is that low, other learning methods should/must be implemented that lead to success. This leads to the question of; “How can leaders acquire the available knowledge most effectively and how can the organization itself be highly effective?”, which should be a central goal of every organization.

How and where does one learn to lead?

Theoretical knowledge provides a foundation and there is a consensus that effective leadership is best learned through hands-on experience. This tenet is widely supported in leadership development literature and practice. Experience from the real or similar work environment, combined with immediate feedback and reflection on performance and a culture of learning from mistakes, are the cornerstones of a solid and effective leadership development program. Programs that combine theory with practical applications, such as stretch/challenging assignments (learning in the flow state), on-the-job training and simulations, have been found to be the most effective in training and developing leaders into inspiring role models, according to the previously mentioned analysis. See the graphic below from Training Magazine.

According to the Center for Creative Leadership, experiential learning opportunities are crucial for behavioral change in leaders. Research by Lombardo and Eichinger in “The Leadership Machine” indicates that learning from challenging assignments (learning in the flow state) is one of the most significant ways leaders develop. Their findings suggest that around 70% of leadership development comes from hands-on experience, ideally in a psychologically safe environment as offered by simulations, 20% on developmental relationships and 10% on formal training.

The combination of methods in the right format delivers outstanding and sustainable results

Learning that is tailored to the individual needs of leaders, such as relevant content, time, pace, immediate feedback, etc., is more effective for the development of leaders and shortens the time to apply and master.

Leadership is largely a social activity, and effective leadership development reflects this. Learning leadership skills is based on interaction. As shown in the Training Magazine graph, there are highly suitable methods which, when combined into one format, represent an ideal solution (effectiveness of methods in high-performing and highly effective organizations). Rewards are important as positive reinforcement, as well as mentoring and coaching.

Simulations, in which risk-free practice can be carried out, together with performance assessments (which show personal progress and areas of development, enable) experiential learning.

If management and supervisors are involved as role models and mentors, leaders have access to crucial experiences, that can facilitate and accelerate learning. They can also reinforce on-the-job training and learning through stretch/challenging tasks/projects and support action learning (practical application and broadening of what has been learned).

Since the “A prophet has little honor in his hometown”, external coaches/facilitators are an excellent option to guide through significant phases, such as workshops in leadership development programs. The result is a blended learning program, which is a powerful solution and a hallmark of organizational and leadership development success.