2024 Global Leadership Development Study

RES E ARC H F IND ING S
2024 Global Leadership

Development Study
2024 Global Leadership Development Study
The Changing Face of Leadership CONTENTS

4 Study Methodology
Development: Trends and Challenges 5 Top Organizational Priorities
and Challenges
Last year, aligning with our mission to provide world-class global
6 Creating Opportunities During
insight for the most effective ways to develop leaders for the future, Disruption and Change
Harvard Business Publishing Corporate Learning launched a major 8 Preparing People for
Change and Disruption
new global study of leadership development professionals, examining
12 Making Hybrid Work More
how their work fits into the jobs to be done for organizations today. Productive and Connected
This brought a fresh perspective on the fast-changing world of 14 Global Leadership Snapshot
leadership development, and we received positive feedback for 15 Current Leadership Effectiveness
bringing these challenges—and how they can be addressed—to light. 17 Leadership Capabilities Needed
for 2024 and Beyond
20 Global Leadership Development

Trends and Challenges
21 2024 Program Requirements:
Scalability and Sustainment
2024 SURVEY HIGHL IGHTS
22 Challenges in Successful
Program Execution
1,134 L&D and HR Nearly half from organizations with
24 AI and Personalized Learning
professionals and at least 20,000 employees
in the Flow of Life
functional heads
26 Evolving Modalities for
Leadership Development
15 countries and 52% from organizations with annual revenue
28 A Call to Action for a
across industries of at least $10 billion
Transformation in Learning
2 Harvard Business Publishing Corporate Learning

In 2024, with the continued acceleration of societal, technological, “As [gen AI] technology matures, it
and organizational change, Harvard Business Publishing conducted
a second major global study. Building on the first, it aims to enrich
presents a significant opportunity for
our understanding of the forces that are driving a transformation in organizations to transform their learning
leadership development. and development strategies, making them
The foundation of this report is a global survey of more than 1,100 more effective, efficient, and aligned with
learning and development and human resources professionals the rapidly changing skills landscape.
and functional heads at companies from 15 countries around the
world and across a range of industries. Almost half of respondents By embracing these technologies
are at companies with at least 20,000 employees and more than thoughtfully and ethically, leaders can
half are at companies with the equivalent of at least $10 billion in unlock unprecedented opportunities
annual revenue.
for growth and innovation in the realm
From there this report goes deeper, bringing in secondary research
of human learning and development.”
as well as conversations with experienced professionals involved
in the strategic planning and execution of leadership development Chrysanthos Dellarocas, “How GenAI Could Accelerate
training initiatives. Employee Learning and Development,” HBR.org
The results provide unique insights on strategic business challenges

and future leadership skill development needs, aligned with
the organizational goals companies have for their leadership
development training programs. The report also examines the
underlying demand drivers, perceptions of key attributes, success
factors, and changing modes and frequency for delivering leadership
development programs. There are clear signals within the data of a
transformative shift taking place—one that will have ramifications in
2024 and beyond.

S T UDY METHOD OLO GY

Based on 1,134 survey responses, plus interviews with senior L&D leaders (January–March 2024).
R O LE
1:1
Ratio of L&D/HR professionals SECTORS
to functional heads
23% 8%
Financial services Retail/wholesale
C O M PA N Y S I Z E
52% 48% 12% 8%

Revenue more than Headcount more Energy and utility Automotive/
$10 billion than 20,000 transportation
10%
IT/media/telecom
REGIONS All other sectors
7% or less each.
40% 29% 31% 8%
The Americas Asia Pacific Europe, the Middle Health care/
East, and all others pharmaceuticals

Top Organizational Priorities

and Challenges

TO P ORG ANIZ ATIO N A L P R IOR IT IE S A N D CHA L L EN G E S

Business-Related Projects Prioritized for 2024
Creating Opportunities During Which type(s) of business-related projects has your organization prioritized
Disruption and Change for the coming year (2024)?
50%
In times of disruption and change, organizations that are adept at Implement automation/robotics-based processes
identifying and seizing opportunities through astute investment
43
in strategic business projects get ahead. In 2024, irrespective of
Incorporate gen AI/machine learning into business practices
industry or geography, clear priorities emerged.
40
Business projects seeking to capitalize on the implementation Strengthen our corporate culture
of automation/robotics processes (50%) led the list, particularly
among professional services (70%), logistics and transportation 38
Build our capacity to innovate
(62%), consumer goods (58%), and energy and utilities (57%) sectors.
This was followed closely by business projects seeking to harness 35
benefits from incorporating generative AI/machine learning into Improve our ability to predict and analyze impacts of external volatility and disruption
business practices (43%).
30
A slightly higher proportion of respondents from Asia Pacific Adopt sustainable practices (ESG)
(APAC) are prioritizing automation/robotics processes (54%) 28

and incorporating generative AI/machine learning into business Post-merger or -acquisition integration
practices (48%) than are those from North America, Europe, and the
Middle East.
“[E]ven with the increasing automation,

human intervention remains vital.”
HR Head at a Global Pharmaceutical Company

In this new era where “ecosystems and ecosystem partners are “AI tools have transformed processes,
increasingly becoming central to the way organizations compete,”
investments in technology are vital across industries. Whether
resulting in valuable insights and
it is seamless integration with partner channels, cutting-edge freeing up the employees’ time.”
collaboration techniques, or new product and service development
strategies that rely on generating and analyzing data for almost Supply Chain Associate Director
at a Global F&B Company
real-time feedback in response to the rapid evolution of customer
preferences, getting the technology in place is high on CEO priority
lists everywhere.1
Almost as commonly mentioned were projects intended to

strengthen corporate culture (40%) and grow the capacity to
innovate (38%). Given how critical human performance is to the
successful integration of AI, it is no wonder that these will also be
priorities for many organizations in 2024.


Human Capital Projects Prioritized for 2024
Preparing People for Change Which type(s) of human capital projects has your organization prioritized
and Disruption for the coming year (2024)?
45%
In 2024, responses showed that the top priority for human capital Enhance the employee experience
projects is enhancing the employee experience (45%)—something
40
that saw asignificant consensus from both L&D buyers (48%)
Expand talent development
and functional leaders (41%). Other priorities for human capital
projects were expanding talent development (40%) and increasing 37
upskilling/reskilling (37%). Increase upskilling/reskilling
In terms of sectors, the emphasis on enhancing the employee 35

Improve diversity, equity, and inclusion
experience was most pronounced in the retail and wholesale (59%),
automotive and transportation (54%), and professional services 31
(48%) sectors. Geographically, both Europe and the Middle East Adopt advanced HR technologies/automation
(52%) and North America (44%) identified this as the top priority. In
27
APAC, an increase in upskilling/reskilling was the top priority (39%),
Help employees adapt to the pace of change
though the importance of enhancing the employee experience (36%)
came in second. 25
Reduce employee stress and burnout
In support of these efforts, there was strong consensus among
L&D buyers and functional leaders on how leadership development
training programs should shift in 2024 compared to last year,
with little variation by region. The majority expect leadership
development training programs this year to put more emphasis
on reducing employee turnover (51%), reducing stress and
burnout (48%), and addressing diversity gaps in the workforce
(46%)—all areas likely to support the enhancement of the
employee experience.

Focus of Leadership Development Training on Programs in 2024 vs. 2023

In comparison with last year, how much emphasis will your organization's leadership development training put on the following goals?
■ More emphasis ■ Same ■ Less emphasis ■ Not part of our leadership development
51% 39% 9% 1 40% 44% 15% 1

Reducing employee turnover Leading constant change
48 41 11 37 54 8 1
Reducing stress and burnout Promoting innovation
46 42 11 1 36 49 15
Addressing diversity gaps Improving employee engagement
44 41 15 36 46 16 2
Increasing productivity Strengthening employer brand
44 39 17 35 46 17 2
Improving the customer experience Building an agile organization
43 42 15 33 50 17
Developing business/financial acumen Increasing tech savviness of leaders

Respondents also say that in 2024, leadership development training Rather than choosing to prioritize
programs will have stronger focus on increasing productivity (44%),
improving the customer experience (44%), developing business
technology over people or vice versa,
and financial acumen (43%), leading constant change (40%), and many organizations are recognizing
promoting innovation (37%). Further down the list came improving the interdependence of success
employee engagement and strengthening the employer brand (36%)
and building an agile organization (35%). It is worth noting that 2023
with both. If the opportunities from
marked a significant increase in focus on the tech savviness of these business investments are to be
leaders, and 33% reported they plan to further increase that focus fully realized, organizations must
this year.
also be prepared to navigate the
Geographically, in 2024 52% of respondents from North America inevitable tensions that will arise
expect relatively more emphasis on addressing any diversity gaps. In
Europe and the Middle East, 36% expect more emphasis this year. from trying to achieve that balance.
Regarding strengthening the employer brand, 41% of respondents in
North America expect relatively more emphasis, compared with just
29% of those in Europe and the Middle East.
The increased attention to these areas suggests organizations

globally are making choices designed to embrace opportunities
resulting from technological advancement and disruption and
at the same time manage the impact that these developments
may have on people. It is a classic example of the need for
“both/and” thinking.
Rather than choosing to prioritize technology over people or vice

versa, many organizations are recognizing the interdependence
of success with both. If the opportunities from these business
investments are to be fully realized, organizations must also be
prepared to navigate the inevitable tensions that will arise from
trying to achieve that balance.

Satisfaction with Results of Employee Engagement Efforts

How satisfied are you with the current results of your organization's employee engagement efforts?
[RANKED ON A SCALE OF 1–10]
31% 31%
20%
12%
5%
2%
0% 0% 0% 0%
1 2 3 4 5 6 7 8 9 10
Not satisfied Completely satisfied
Striking that balance isn’t easy. Organizations have worked for These shifting dynamics could warrant reconsideration as to
decades to refine their ability to engage their people with the hopes whether engagement efforts are effective—and if they aren’t,
of attaining the promised payoffs of employees who will recommend what should replace them.
them, stay with them, and consistently give their best efforts. Yet
many are less than fully satisfied with the results of those efforts.
“Reducing stress and burnout remains a top priority
While overall around six in 10 respondents indicated they were
completely satisfied with their engagement efforts (scoring them a and is actively monitored on a weekly basis.
nine or 10 on a 10-point scale), nearly four in 10 said otherwise. The Having recognized its impact on productivity,
differences across regions were notable: 74% of respondents from managers regularly assess the balance between
North America reported being completely satisfied, compared with work demands and capacity, considering factors
60% from Europe and the Middle East and just 45% from APAC. such as working hours and employees’ feedback
From the employees’ perspective, engagement efforts—as they’ve
regarding their satisfaction and mood.”
traditionally been defined—may not be enough to offset a growing
sense of instability, the pressure for ever-increasing productivity, Head of Sovereign Cloud Ops at a Global Technology Company
and the threat of layoffs or replacement by AI.


Growing Alternative Work Arrangements
Making Hybrid Work More In the coming year, which of the following alternative work arrangements do you believe will
Productive and Connected grow within your organization?
42%
The hybrid model is here to stay, with more than 40% of Remote work
respondents believing that hybrid or remote work will become even
41
more prevalent in 2024. Our survey suggests that this year the focus
Hybrid work
is on ways of making hybrid work more effective.
19
The greatest priority is increasing the productivity of remote/hybrid Flextime
workers (63%), a top priority regardless of respondents’ region. L&D
buyers prioritized this (72%) more than functional leaders (57%). At 16
Contract/gig workers
least 70% of those in professional services, IT, media and telecom,
and automotive and transportation sectors stated that that their 13
organizations are actively working on increasing the productivity of Compressed workweek (e.g., four days/week)
remote/hybrid workers.
13
Phased retirement
“As the years go by and we get further from the pandemic, 12

None
we’ve added new members of our team that have not
met each other. Our leaders aren’t skilled enough on
how to naturally get people to feel like they’re a part of
a team. They aren’t building that personal connection
with people. Too often, it’s just immediately down
to the agenda, and you’re not getting to know people
even though you might have worked with them for
many, many months or even at this point years.”
Head of Marketing and Communications at a Global Chemicals Company

Almost as important as improving productivity in the hybrid model

are steps to improve cohesion and social connections among Remote/Hybrid Working-Related Projects Prioritized for 2024
employees (56%). While there was somewhat less emphasis on Which project(s) related to remote/hybrid work is your organization working on for
the coming year (2024)?
this in North America (51%), in APAC 61% of respondents said
their organizations are working on improving cohesion and social 63%
connections. Overall, 30% intend to address proximity bias that may Increase productivity of remote/hybrid workers
be negatively impacting feelings of equity and inclusion for remote/
56
hybrid workers. Both areas relate to the effects that the long-term
Improve cohesion and social connections among hybrid/remote employees
remote/hybrid work model may have on culture, employee turnover,
and a sense of belonging. 48
Finalize or modify a hybrid work strategy/policy
In addition, long-term remote and hybrid employees face special
barriers to their professional development, including fewer chances 30
Deal with proximity bias (tendency of leaders to give preferential treatment to in-office employees
to observe and learn, delayed feedback, and limited networking at the expense of remote workers)
opportunities.2 Given these challenges, it is no surprise that many
organizations are recognizing a need for continual reevaluation: 26
Enforce requirements to be in the office
nearly half expect to either modify or finalize organizational
strategies and policies on remote/hybrid working in 2024. 6
None of the above
“The complaints we get are on both sides. … Someone

who is more pro going back into the office will say, ‘I
don’t have the ability to network and connect with my
team in one place; it’s difficult to manage.’ Then you
have employees who are more hybrid/remote who
are saying, ‘My manager isn’t giving me the types of
assignments or the types of clients that I feel I deserve.’”
Head of Leadership and Learning at a Global Bank

Global Leadership Snapshot

GLO BAL L E ADERSHIP SN A PSHOT
Current Leadership Effectiveness

Given the consistent levels of investment seen in leadership Given the intense competition and immense challenges facing
development, it is positive to see that more than half of leaders today, it is difficult to argue that any organization should
respondents—both L&D buyers and functional leaders—rated their be satisfied with leadership that is anything but “very effective.”
leaders as “very effective,” scoring them at nine or above on a 10- Yet nearly half overall (47%) signal there is room for
point scale. This view was slightly more common in professional improvement, scoring their leaders at eight or below.
services, health care and pharmaceuticals, and financial services
sectors, where 60% viewed their organization’s or department’s
leadership as “very effective.”
Geographically, respondents from North America more often scored

their leaders as “very effective” (62%), while just 54% of Europe and
the Middle East and 38% of APAC respondents did so.
Leadership Effectiveness
Based on data, feedback, and/or your expert assessment, how would you assess the effectiveness of your organization's leaders as a whole?
29%
24%
22%
17%
5%
3%
0% 0% 0% 1%
1 2 3 4 5 6 7 8 9 10
Not effective Very effective

New Leader Readiness

Based on data, feedback, and/or your expert assessment, how would you assess the “readiness to lead” of newly promoted leaders in your organization today?
28%
24%
22%
17%
6%
1% 2%
0% 0% 0%
1 2 3 4 5 6 7 8 9 10
Not ready Very ready
We also wanted to better understand the leadership readiness of While these data provide a generally positive message on the overall
newly promoted leaders, a question we added for 2024. The view state of newly promoted leadership effectiveness, opportunities
from half of both L&D buyers and functional leaders, consistently to improve their readiness exist. The importance of enabling new
across all geographic regions, was that newly promoted leaders are leaders to be immediately effective cannot be overstated. Less-
“very ready” to lead in their respective organizations/departments. experienced leaders—when they are well prepared to step into the
Fifty percent scored new leaders at nine or above on the role and contribute—can bring new perspectives and creativity.
10-point scale. When they become part of intergenerational leadership teams,
they can help create cognitive tension that fosters learning,
As with leadership overall, fewer respondents from APAC scored counterbalance tendencies of more experienced leaders to avoid
their newly promoted leaders highly; just 35% said they are “very risk, and bring awareness to a new set of important topics, such as
ready” to lead. environmental and sustainability issues.3

GLO BAL L E ADERSHIP SN A PSHOT
Leadership Capabilities Needed for 2024 and Beyond

In last year’s study (2023), tech savviness and digital adaptability last year. Similarly, while 23% said providing clarity and direction
topped the list of leadership capabilities respondents identified as in dynamic situations is less important or not important, 40%
highly important to meeting expected business needs that year. said the opposite. Managing conflict among team members and
This year, we asked about the relative importance of leadership tech savviness and digital adaptability showed similar patterns.
capabilities in 2024 vs. 2023 to spot trends in how organizations Together, we interpret these findings as an accurate picture of the
are adapting to the rapidly changing global landscape for leaders. predicament leadership training programs face today: there is a
We see the pendulum swinging back a little, with more of both L&D wide range of capabilities in which leaders must be proficient, but
buyers and functional leaders saying that connecting employees the shifting priorities within organizations from year to year make it
to organizational purpose (50%), emotional and social intelligence nearly impossible to focus on them all at once.
(48%), and managing conflict among team members (44%) have
increased in importance this year compared to last year.
“Leadership programs should focus on providing a
In North America, 53% of respondents said managing conflict
among team members will be important in 2024 and more important balanced set of skills and continuously refreshing
compared to last year, compared with just 39% of those in Europe them, including communication skills, resilience
and the Middle East and 35% of those in APAC. Similarly, 44% of skills, and collaboration skills. There should be an
respondents in North America identified appropriate risk-taking as awareness of technical aspects such as security and
important in 2024 and more so than in 2023, whereas just 38% from emerging trends like AI and other technologies,
APAC and 32% from Europe and the Middle East said so.
as well as attention to soft skills such as creativity,
Most of the skills that were important in 2023 remained important performance management, and employee morale.”
or grew in importance in 2024, as shown in the chart on the next
Head of Sovereign Cloud Ops at a Global Technology Company
page. Reflecting a shift already reported by others, a significant
minority of respondents identified promoting diversity and inclusion
as less important or not important this year (20%); but it is worth
noting that even more (30%) said it is of greater importance than

The Changing Importance of Leadership Capabilities/Skills

How important are the following leadership capabilities/skills to meeting your expected business needs in 2024 vs. 2023?
■ More important ■ Just as important ■ Less important ■ Not important
50% 35% 15% 1 39% 47% 13% 1

Connecting employees to organization’s purpose Appropriate risk-taking
48 39 12 1 38 44 17 1
Emotional and social intelligence Embracing ambiguity and uncertainty
44 36 19 1 37 45 17 1
Managing conflict among team members Engaging employees
42 41 16 1 36 43 19 2
Handling employee stress and burnout Tech savviness and digital adaptability
42 43 15 35 46 18 1
Dealing with polarization in the workplace Ability to persuade and influence
40 37 21 2 30 50 19 1
Providing clarity and direction in dynamic situations Promoting diversity and inclusion in the workforce
39 45 16
Managing contract/gig employees

In fact, about 70% of L&D buyers and functional leaders believe it

is important to improve leaders’ ability to master a wider range of Capacities Needed to Meet Expected Business Needs
effective leadership behaviors if they are to meet their expected How important is improving the following capacities among leaders to meeting your expected
business needs in 2024 and beyond
business needs in 2024 and beyond. The view was common across
regions and sectors. ■ Very important ■ Important ■ Moderately important ■ Slightly important ■ Not important
The continued need for leaders to leverage their natural leadership 31% 38% 23% 8%
Ability to leverage their natural leadership strengths
strengths was rated as another important capacity for meeting
business needs by 69% overall, with some differences regionally: 33 29 28 8 2
77% in North America, 67% in APAC, and 60% in Europe and the Openness to the need to adapt their behaviors to situations and the individuals involved
Middle East. Sixty-two percent said it is important that leaders be
25 46 20 8 1
open to the need to adapt their behaviors based on the situation
Ability to master a wider range of effective leadership behaviors
and people involved, again with some differences regionally:
71% in North America, 60% in APAC, and 52% in Europe and the 27 31 33 10 1
Middle East. Ability to function (long term) in an environment of constant change, uncertainty, and stress
Respondents also pointed out the importance of being able to

effectively function—long term—within organizational environments
where constant change, uncertainty, and stress is the norm (57%),
with more similar results across regions. “The business landscape today is so foreign
from that of two decades ago that figuring out
The challenges of meeting these learner needs should not be
how to deploy [lessons and skills from the past]
underestimated, and the maxim “What got you here won’t get you
needs to be reimagined and retaught.”
there” rings true for developing leaders in 2024 and beyond. That
is exactly why learning development programs are changing, as Andrew Liveris, Former CEO of Dow Chemical, Leading Through Disruption
just explored.

Global Leadership Development

Trends and Challenges

GLO BAL L E ADERSHIP D E VE LOP ME N T T R E N DS A N D C H A L L E N G E S

Top Attributes for Leadership Development Programs
2024 Program Requirements: Please rank the top five most important attributes you look for in a leadership development
Scalability and Sustainment training program for your organization.
■ Rank 1 ■ Rank 2 ■ Rank 3 ■ Rank 4 ■ Rank 5

At the top of the list of most sought-after attributes of leadership
25% 15% 8% 13% 11%
development training programs this year is “scalability,” overtaking Scalability of programs
“customization,” which was ranked first last year. Twenty-five
percent ranked scalability as the most important attribute in 20 20 16 10 7
Post-program sustainment of learning
2024. The preference for scalability was consistent across
most geographic regions and sectors, with an even greater level 18 7 11 10 12
of importance in the logistics and transportation (35%) and Customization of training programs
professional services sectors (30%).
11 22 19 15 10
Post-program sustainment was also a top priority for many, with Quality of content
20% of respondents ranking it the most important attribute in 2024,
11 18 18 14 15
and another 20% ranking it second. This was generally consistent Measures of training effectiveness
across sectors and geographies.
9 10 16 18 16
These data do not imply other attributes are unimportant factors in Availability of preferred mode(s) of training
the design and selection of leadership development programs. High-
quality content ranks among the top three factors for more than half 5 6 9 15 17
Proof of business impact
of respondents, and having measures of training effectiveness was
among the top three criteria for nearly half. At the same time, the 2 3 4 12
new emphasis on scalability and sustainment does signal a shift, Availability of translation
presumably to offering leadership development training to a broader
set of learners within the organization paired with a commitment to
support learners as they endeavor to integrate and assimilate what
they learn in formal training.


Challenges to the Successful Execution of
Challenges in Successful Leadership Development Initiatives
Program Execution How challenging is it in your organization to secure the following critical requirements for successful
leadership development initiatives?
■ Very challenging ■ Challenging ■ Moderately challenging ■ Slightly challenging ■ Not challenging

In the long list of factors involved in successfully executing
leadership development programs, getting alignment between the 34 28 18 15 5
program strategy and the business strategy is the most challenging, Alignment of leadership development strategy with business strategy
according to respondents. Sixty-two percent said it is “challenging”
19
31 27 25 30 24 17 14 86
or “very challenging.” More than half of respondents say the time
Learner participation
required of learners to complete training and learner participation
are also ongoing challenges to the success of leadership 31 24 25 15 4
development programs, as is gaining support from leaders in the Sufficient budget
C-suite. Respondents from North America were generally more likely
25 33 23 13 6
to report all of these as challenging or very challenging. Time required of learners to complete training
In contrast, we saw evidence that the trend we first reported in 2023 24% 32% 22% 15% 5%
continued this year: CEOs and top organizational leaders are getting Support from top leaders (C-suite)
actively involved in leadership development training programs (e.g.,
identifying needs, evaluating options, and even delivering content). 19 27 30 17 8
General support for learning and development initiatives
In 2024, 55% of respondents reported their own CEOs were highly
involved—67% from North America, 51% from Europe and the Middle
East, and just 42% from APAC.

This kind of involvement is beneficial for alignment with strategy,

sponsorship, support, and credibility, which can drive meaningful Involvement of CEO/Heads of Organization in
impact as well as help clear potential internal organizational Leadership Development Training Programs
What is the level of involvement of the CEO/heads of your organization in leadership development
barriers. Without it, company culture and organizational context training programs (e.g., identifying needs, evaluating options, delivery)?
can undermine leadership development efforts.4 Building support
from the C-suite, as difficult as it can be, is increasingly viewed
as worthwhile. Not at all Involved
7%
“As part of our efforts to build a leadership development Highly involved

culture, we’re training our leaders to seize upon teachable Involved to some extent 38%
55%
leadership moments. ... In our last fiscal year, 100% of
our EVPs and 88% of our SVPs facilitated a learning
experience. Perhaps not surprisingly, participant
attendance, engagement, and commitment to leadership
development programs has been relatively strong.”
Joel Constable, Senior Manager, Talent Development at Intuit, “Don’t Let Your
Company’s Culture Stifle Leadership Development,” HBR.org4


Frequency of Leadership Development Training
AI and Personalized Learning How frequently does your organization conduct a leadership development training program?
in the Flow of Life

Once in 18 months
In 2023, our research found a desire among leadership development
Once in 12 months 2
experts to enable learning wherever and whenever leaders have the 14%
opportunity to engage with it. By taking advantage of virtual access Ongoing
39%
to content and experiences, the goal was to encourage continuous
“learning in the flow of life.”
This trend continues to be reflected in our 2024 data: nearly four in 38%
10 now report they conduct training on an ongoing basis, and more Once in 6 months
than six in 10 respondents say their organization now conducts 24%
leadership development programs at least quarterly.
Once in 3 months
AI promises to further accelerate the transformation of leadership
development, making it more personalized, accessible, and relevant.
Our survey found that globally, around one-fourth of both L&D
buyers and functional leaders say their organizations already have
extensive plans to use AI-based tools for the development, curation,
and delivery of leadership training program content in 2024.
“Gen AI is going to play a huge role, because on-

demand training always lacks the possibility of
asking questions … Gen AI is able to answer those
questions even if there is no human involved.”
Head of Sovereign Cloud Ops at a Global Technology Company

The automotive and transportation sector led the way with around
39% reporting their organizations have extensive plans to integrate Plans to Integrate AI-Based Tools in Leadership Development in 2024
AI-based tools in their leadership development programs. Regionally, To what extent does your organization intend to integrate AI-based tools in the development,
curation and delivery of content (e.g., content personalization, adaptive learning, and real-time
28% in North America, 26% in Europe and the Middle East, and 19% analytics) within leadership training programs in 2024?
in APAC reported their organizations have extensive plans.
Though the application of gen AI is still in its infancy, we see this as No plans
the next inflection point for leadership development, as it becomes 9% Extensive plans
part of a continuous, personalized journey experienced in the flow 25%
of life.
31%
Limited plans
“What I hope to see in 2025 is an AI-based engine that
helps employees see their own gaps and find what they
35%
need to fill them without me being involved—so their
Moderate plans
career becomes their career to manage. I can watch
them along the journey, but I don’t have to push them.”
Senior Director of Learning and Development at a Global Healthcare Company


Most Commonly Used Delivery Modes
Evolving Modalities for What is the most often used mode of delivering leadership training within your organization?
Leadership Development 28%

Online, on-demand training (asynchronous)
In 2023, the most commonly reported modes for delivering
leadership development were on-the-job learning through projects, 27
online on-demand training (asynchronous), and instructor- On-the-job learning through projects
led training. In 2024, the most common mode for leadership 22

development is online asynchronous on-demand training, used by Instructor-led, live, online (synchronous)
28% of respondents, with even more using this delivery approach
in the consumer packaged goods (39%) and professional services 13
Blended training (a combination of instructor-led and online training)
(35%) sectors.
9
Looking ahead, respondents appear to have more leadership
Instructor-led, live, in person
development training to deliver overall than in 2023. They report
an expectation of using more of all modes of delivery in 2024.
These increases make sense. Many employees who, in previous
eras, simply executed on someone else’s vision are now expected
to behave and perform as leaders (e.g., influence cross-functional
stakeholders, make decisions, set strategy, communicate business
impact). There are simply more people who need leadership skills
today, whether or not they have the formal authority or title to go
with them.
“[M]ore and more people are asking to grow, to get trained,

to have technical skills, and interpersonal skills.”
Head of Leadership and Learning at a Global Bank

Consistently across regions, around 45% will use more on-the-

job learning through projects, and 44% expect to use more online, Changes in Utilization of Delivery Modes, 2024 vs. 2023
on-demand learning in their leadership development programs. Compared to last year, how will your utilization of training delivery modes change in 2024?
Regarding instructor-led training, 44% in North America expect ■ Plan to use more ■ Plan to use the same ■ Plan to use less ■ Do not use at all
to use more in-person training than last year, as do 35% in APAC,
but only 29% in Europe and the Middle East. For live, online 45% 32% 22% 1
On-the-job learning through projects
(synchronous), instructor-led training, 40% of those in North
America expect to use more, versus just 19% and 23% in APAC and 44 36 17 3
Europe and the Middle East, respectively. Online, on-demand training (asynchronous)
Driving the changing mix of modalities may be the growing 37 40 19 4

recognition that formal learning alone is not as effective as Instructor-led, live, in person
programs that also support learners as they experiment with

30 44 17 8
new behaviors and challenge their innate ways of thinking. Great Blended (instructor-led and online on-demand training)
leadership development programs are examining additional ways to
increase the focus on application and gaining insights that can help 29 43 26 2
Instructor-led, live, on-line (synchronous)
learners become more adaptable and effective.
“In the future, learning and development may not

require large teams, but rather a select few who
are highly strategic in addressing the specific
needs of individuals. They will serve as counselors,
coaches, and trainers, helping people discover
and enhance their skills and potential.”
HR Head at a Global Pharmaceutical Company

A Call to Action for a Leadership development programs

are racing to meet the growing
Transformation in Learning demand by leveraging the new
The data in our 2024 survey show that organizations expect possibilities that advances in
to meet the challenges of the future head-on with plans for
significant transformations in both operational processes and their
technology offer, and they continue to
employees’ experiences. As good as many leaders are today, these evolve from periodic programmatic
initiatives will require many to become even more highly skilled, interventions toward more
adaptable, and resilient. They face productivity pressures, the rising
expectations of both customers and employees, and often—with continuous endeavors, approached
the increasing importance of AI—the need to develop entirely new both as scalable experiences
competencies. To succeed, today’s leaders need an extra measure and personalized journeys.
of support.
In response, leadership development programs are racing to

meet the growing demand by leveraging the new possibilities that
advances in technology offer, and they continue to evolve from
periodic programmatic interventions toward more continuous
endeavors, approached both as scalable experiences and
personalized journeys.
Those in charge of these programs do not have an easy task before

them. Securing the critical requirements for successful leadership
development initiatives takes persistence, collaboration, and
determination—just to start. As daunting as the task may seem,
it is also an exciting time, one with “unprecedented opportunities
for growth and innovation in the realm of human learning
and development.”5

END NOTE S
1 Krippendorff, Kaihan, “6 Strategic Concepts That Set High-Performing Companies Apart,” HBR.org, April 1, 2024.
https://hbr.org/2024/03/6-strategic-concepts-that-set-high-performing-companies-apart.
2 Goredema, Octavia, “Investing in the Development of Young, Remote Employees,” HBR.org, February 27, 2024.
https://hbr.org/2024/02/investing-in-the-development-of-young-remote-employees.
3 Martin Reeves, Felix Rüdiger, Arthur Boulenger, and Adam Job, “Businesses Need to Bring Younger Employees into Their Leadership Ranks,” HBR.org, October 12, 2023.
https://hbr.org/2023/10/businesses-need-to-bring-younger-employees-into-their-leadership-ranks.
4 Constable, Joel, “Don’t Let Your Company’s Culture Stifle Leadership Development,” HBR.org, August 3, 2023.
https://hbr.org/2023/08/dont-let-your-companys-culture-stifle-leadership-development.
5 Dellarocas, Chrysanthos, “How GenAI Could Accelerate Employee Learning and Development,” HBR.org, December 8, 2023,
https://hbr.org/2023/12/how-genai-could-accelerate-employee-learning-and-development.

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RES E ARC H F IND ING S

2024 Global Leadership

The Changing Face of Leadership CONTENTS

20 Global Leadership Development

2 Harvard Business Publishing Corporate Learning

The results provide unique insights on strategic business challenges

3 Harvard Business Publishing Corporate Learning

S T UDY METHOD OLO GY

2024 Global Leadership Development Study

52% 48% 12% 8%

4 Harvard Business Publishing Corporate Learning

Top Organizational Priorities

5 Harvard Business Publishing Corporate Learning

TO P ORG ANIZ ATIO N A L P R IOR IT IE S A N D CHA L L EN G E S

Disruption and Change for the coming year (2024)?

(APAC) are prioritizing automation/robotics processes (54%) 28

“[E]ven with the increasing automation,

6 Harvard Business Publishing Corporate Learning

Almost as commonly mentioned were projects intended to

7 Harvard Business Publishing Corporate Learning

TO P ORG ANIZ ATIO N A L P R IOR IT IE S A N D CHA L L EN G E S

and Disruption for the coming year (2024)?

In terms of sectors, the emphasis on enhancing the employee 35

8 Harvard Business Publishing Corporate Learning

Focus of Leadership Development Training on Programs in 2024 vs. 2023

51% 39% 9% 1 40% 44% 15% 1

9 Harvard Business Publishing Corporate Learning

The increased attention to these areas suggests organizations

Rather than choosing to prioritize technology over people or vice

10 Harvard Business Publishing Corporate Learning

Satisfaction with Results of Employee Engagement Efforts

11 Harvard Business Publishing Corporate Learning

TO P ORG ANIZ ATIO N A L P R IOR IT IE S A N D CHA L L EN G E S

Productive and Connected grow within your organization?

“As the years go by and we get further from the pandemic, 12

12 Harvard Business Publishing Corporate Learning

Almost as important as improving productivity in the hybrid model

“The complaints we get are on both sides. … Someone

13 Harvard Business Publishing Corporate Learning

Global Leadership Snapshot

14 Harvard Business Publishing Corporate Learning

GLO BAL L E ADERSHIP SN A PSHOT

Current Leadership Effectiveness

Geographically, respondents from North America more often scored

15 Harvard Business Publishing Corporate Learning

New Leader Readiness

16 Harvard Business Publishing Corporate Learning

GLO BAL L E ADERSHIP SN A PSHOT

Leadership Capabilities Needed for 2024 and Beyond

17 Harvard Business Publishing Corporate Learning

The Changing Importance of Leadership Capabilities/Skills

■ More important ■ Just as important ■ Less important ■ Not important

50% 35% 15% 1 39% 47% 13% 1

18 Harvard Business Publishing Corporate Learning

In fact, about 70% of L&D buyers and functional leaders believe it

Respondents also pointed out the importance of being able to

19 Harvard Business Publishing Corporate Learning

Global Leadership Development

20 Harvard Business Publishing Corporate Learning

GLO BAL L E ADERSHIP D E VE LOP ME N T T R E N DS A N D C H A L L E N G E S

20 Global Leadership Development

“[E]ven with the increasing automation,

“As the years go by and we get further from the pandemic, 12

“The complaints we get are on both sides. … Someone

“As part of our efforts to build a leadership development Highly involved

“Gen AI is going to play a huge role, because on-

“[M]ore and more people are asking to grow, to get trained,

“In the future, learning and development may not