Most leadership development programs are organized with standard content usually delivered by companies set up expressly for that purpose. When judged on whether or not these programs achieve lasting impact and behavior change, they usually fail, as what is covered is often forgotten after the program ends. Building Leadership Development Programmes shows how leadership development needs to be more than simply running a course and challenges the idea that leadership development cannot be measured.

Structured around detailed case studies, part one looks at what leadership is and addresses the relationship between leadership and culture. Part two focuses on specific companies and interviews with international authorities on leadership and talent development, highlighting specific issues for modern leaders. Chapters in part three offer models and processes to help transfer learning to real life situations and summarizes best practice actions.