Evaluating the impact of a leadership development programme for women at the industrial development corporation

M.Comm.This study evaluates the impact of leadership development programmes for women in the Industrial Development Corporation of South Africa (IDC) and provides comments on the leadership competencies and skills acquired. An evaluation research methodology was chosen and .Kirkpatrick‟s Four Level Evaluation Model defined the parameters of this study. A mixed-method approach was adopted, since it provided a vehicle for the researcher to make recommendations for improving further programmes as they evolved and substantiate findings from different sources to ensure the validity of the data and conclusions that emanated from this study. Female leadership studies conducted worldwide draw conclusions that highlight the unique challenges that women face as they ascend into the leadership ranks of organisations. This study also explored the challenges and opportunities that women in the Industrial Development Corporation of South Africa (IDC) encountered in their quest for leadership roles and responsibilities. The women‟s leadership development programmes received considerable praise from the participants and the results of this study conclude that the programme outcomes were met in providing an opportunity for them to learn and implement individual leadership competencies .The leadership competencies that were enhanced were self-awareness and confidence, collaboration, cultural competence, communication, networking and relationship building. In addition, various leadership theories were explored and the participants identified with transformational leadership in particular. The participants reported favourably on the mentoring and coaching aspects of the leadership development initiatives and some have indicated an interest and willingness to support others through mentoring and coaching. However, the leadership competencies have not been applied optimally into the organization and the participants would need the continued support of the organisation by way of additional platforms to apply these acquired leadership competencies. This can help the organisation realise the unique contribution of IV women in the organisation, and if the programmes that have been implemented are sustained over time and the leadership competencies applied, this could lead to organisational transformation. An interesting aspect of this study was that the majority of the women believed that the organisation provided sufficient opportunities for women to progress and encouraged the continuation of these leadership development initiatives, but not to the exclusion and marginalisation of men in the organisation. As progressive as this kind of thinking is, it typically illustrates the transformational leadership tendencies of women in keeping with research that recommends leader development (i.e. individual leaders such as the women‟s leadership development initiatives), as well as leadership development (i.e. broader organisational focus on enhancing the organisational leadership competencies). The Industrial Development Corporation of South Africa will reap rewards in future should it continue on the path of leadership development for women; but also in general as this critical mass of leaders who apply cutting-edge leadership thinking will contribute to organisational success over a sustained period of time