Measuring what matters: a study on leadership training among middle managers

Purpose As global investments in leadership development continue to grow, this paper aims to determine what training methods work best for middle managers, a demography that grapples with the challenges of managing both senior leadership and frontline employees. This study investigates the perceived effectiveness of different training methods and explores the motivation and perception of middle managers before and after undergoing the experience. The findings of this study could help organisations be more strategic and focused when investing in developing middle managers. Design/methodology/approach A mixed-methods approach was employed involving a survey of 200 middle managers. Regression analysis was then conducted to identify training methods associated with perceived leadership development effectiveness. To complement this analysis, qualitative thematic analysis of open-ended responses was conducted. Anchored on adult learning theory and self-determination theory, the analysis conducted provides practical insights into participant experiences and perceptions from leadership training. Findings Leadership workshops, executive coaching, group projects, and online learning were rated as the most effective methods of leadership training. Among the middle managers surveyed, motivation to undertake leadership training significantly increased after participation, while perception of training value remained stable or slightly improved. Qualitative feedback highlighted the importance of interactivity, personalisation and relevance to real-world challenges in the design and delivery of leadership training. Originality/value This paper contributes a focused and data-driven analysis of leadership training effectiveness among middle managers, an integral group within modern-day organisations. It integrates quantitative and qualitative approaches to bridge the gap between training investments and outcomes in leadership development.