Exploring Factors That Influence Employee Motivation to Transfer Training from a Leadership Development Program: A Qualitative Case Study

Despite the investment of considerable time and money to provide employees with access to high performance leadership professional development, the extent to which training transfer takes place is unclear. At risk are organizational investment, leader growth, and organizational effectiveness. The desire to optimize training transfer remains critical but elusive for trainers, human resource development (HRD) practitioners, and training transfer researchers. This challenge is referred to as the transfer problem. Motivation to transfer has emerged as a construct of interest as it is strongly and positively associated with training transfer. The purpose of this study was to explore trainees' motivation to transfer training delivered in a leadership development program situated within a large, nonprofit organization. Through the exploration of transfer motivation, factors that drive or restrain leaders' motivation to apply trained knowledge, skills, and attitudes (KSAs) obtained back to their workplaces were identified. Literature pertaining to training transfer, motivation to transfer, and leadership professional development was reviewed and served as the research foundation for the study. An instrumental case study approach was utilized; data collection involved interviews of eight alumni of a leadership professional development program and review of documentation and archival records associated with the leadership professional development program. First cycle coding and thematic analysis were employed to analyze the data. Although the combination and magnitude of forces that positively and negatively impacted motivation to transfer varied among participants, several factors emerged prominently from analysis. Driving forces included perceived value of training content, perceived applicability of training content, learning orientation, perceived need for leadership development, work commitment, networking opportunities, feedback and coaching, and self-assessment. Restraining forces included perceptions of the work environment, initial impressions of the program, timing challenges during the program, online learning, and workplace difficulties. Organizational leaders, trainers, and HRD practitioners can utilize these insights to guide the development and implementation of future leadership professional development programming. Recommendations emerging from this research include strategies for optimization of transfer motivation by maximizing driving forces and minimizing restraining forces at the individual, team, and organizational levels of analysis.Ed.D., Education -- Drexel University, 201