Evaluating Leadership Training Design Elements to Encourage Learning and Transfer

Case Study Two: Making Leadership Personal at Campbell
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Case Study Two: Making Leadership Personal at Campbell
The CEO Institute program at Campbell University is a two-year program that offers employees an opportunity to develop into seasoned managers. The program provides a unique chance for mission-driven development and is designed to ensure an individual's personal development as a leader. The program provides that each class have between 20 – 24 members, representing a cross-section of the company (Reardon, 2011). Accordingly, the final participants represent a rich diversity of business units, geographies, and functions.
Eligibility
As Reardon (2011) explains, candidates for the program are selected by their business unit leaders or presidents. This nomination process follows the outcome of Campbell's organization's resource planning process. The entire process is managed from the top by the CEO, Doug Conant, collaborating with other executive team members (Reardon, 2011). Accordingly, following recommendations from the resource planning process, the program recruits only the finest talents from the organization. Equally, the executive team ensures that the various business units have talented members joining their workforce ahead of time to meet future leadership demands.
Every employee eligible to join the program must submit a hand-written application to the CEO. In this way, potential candidates to the program can express a personal interest rather than receive automatic qualification. As Ruben et al. (2018) explain, the above element is crucial in designing leadership training programs. It prompts participants to assume responsibility for their education from the program's start.
Class Size and Time Allocation
Equally, the program is also designed to ensure that each participant receives as ample time for mentorship as possible. Parti...