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Sept. 21, 2016 — Organizations that build a context for leader growth have
better business and talent outcomes than those that rely more on traditional
leadership development programs, according to new research from Bersin by
Deloitte, Deloitte Consulting LLP. Context refers to systems, processes,
cultures, and practices that support leaders in their daily development. Summarized in a WhatWorks® brief, the research findings appear in
“High-Impact Leadership: The New Leadership Maturity Model.”
Based on a sample
of 2,014 responses from global business and HR leaders from a wide variety of
industries, the research indicates that traditional leadership development
programs fail to deliver the types of business leaders needed today. The
research instead presents a new "leadership maturity model" which shows that the
most mature organizations — or 25 percent of the survey’s global sample —
generate better business and talent outcomes than those that rely on
traditional leadership programs alone.
dynamics, new technologies, shifting government regulations or new customer
expectations all require leaders that can understand and respond effectively to
seismic shifts that affect their businesses,” said Andrea Derler, Ph.D.,
leadership and succession research leader, Bersin by Deloitte, Deloitte
Consulting LLP. “Our research shows that organizations that adopt the new
systemic leadership maturity model have 37 percent more revenue by employee and were
twice as profitable as compared with organizations that focus only on formal
leadership programs. They also are three times more likely to innovate, and six
times more likely to produce leaders who are collaborative and provide vision
and direction than peer organizations that rely solely on traditional
leadership development programs.”
percent of organizations surveyed find themselves at the lower maturity levels
and focus primarily on formal training programs as the only means of building
To create the
right context for leadership growth beyond formal programs, the new
research-based leadership maturity model identified 17 important practices. In
addition to communicating widely what it means to be a leader, some of the most
critical practices for building a context for leadership growth call for organizations
reverse mentoring program provides an example of an organization that
encourages the practice of knowledge sharing and exposes leaders to situations
where they can learn from colleagues. Xerox views diverse teams as a strength.
To build on that strength, Xerox is piloting a program where millennial mentors
and senior executives meet once per month one-on-one to exchange opinions and
viewpoints on topics related to both work and life, leading to greater
understanding of the other generation and the changes that affect them both.
The goal is to leverage information and insights about the business to foster a
more effective work environment. So far, Xerox’s team describes the impact of
this program as very positive. Future plans include increasing participation
across different generations and job functions.
Erie Insurance’s Foundations of ERIE Leadership exemplifies two of the five critical practices identified by
the research: it both fosters closer collaboration between business and HR
leaders, and communicates widely what it means to be a leader. Erie Insurance’s
vice president of learning worked with business leaders across all levels in
the organization to develop a leadership model. Learning leaders then work with
business leaders at the mid-level to teach the behaviors of the Erie leader,
and share their experiences. This enables employees to learn about the
different lines of business, and to understand how each of them contributes to
the overall success of the company, as well as how the Erie leadership behaviors play out in different situations. When back at work, program
participants are held accountable to follow individual leadership action plans.
The company also facilitates networking events to help alumni connect and
maintain peer relationships formed during the program.
organizations create a context for leadership growth and to set strategic
priorities for those leaders, Deloitte Consulting LLP now offers clients a
Leadership Strategy Lab based on the leadership maturity model created by
Bersin by Deloitte and its evidence-based, specialized leadership framework.
“Our experience advising global clients on
building high performance businesses has pointed to leadership development as a
critical component of driving business growth,”
said Anthony Abbatiello, principal, Deloitte Consulting LLP, Global
Leadership Leader. “While formal leadership programs remain important, this
latest research underscores the need to utilize the organization as a system to
develop leaders in their daily context and expose them to sources outside the
company that can accelerate their development. The resulting improvements in
innovation, collaboration and financial performance demonstrate the value of
this contextual approach.”
To learn more,
register to join Andrea Derler, Ph.D., leadership and succession research
leader, Bersin by Deloitte, Deloitte Consulting LLP; and Christina Rasieleski,
lead member advisory manager, talent management and leadership, Bersin by
Deloitte, Deloitte Consulting LLP, for their online webinar “High-Impact Leadership: The New Leadership Maturity Model” Oct. 4, 2016, 2 p.m.
ET / 19:00 BST.
in learning more about Bersin by Deloitte or its membership may
email firstname.lastname@example.org or call +1 510 251 4400.
About Bersin by
Deloitte delivers research-based people strategies designed to help leaders and
their organizations in their efforts to deliver exceptional business
performance. The Bersin by Deloitte membership gives Fortune 1000 and Global 2000 HR professionals
the information and tools they need to design and implement leading practice solutions,
benchmark against others, develop their staff, and select and implement
systems. A piece of Bersin by Deloitte research is downloaded on average
approximately every minute during the business day. More than 5,000
organizations worldwide use our research and consulting to guide their HR,
talent and learning strategies. For more information, please visit
As used in this
document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of
Deloitte LLP. Please see http://www.deloitte.com/us/about for a detailed
description of the legal structure of Deloitte LLP and its subsidiaries.
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