Identification and analysis of 'best-practice' leadership development programs: case of Qatar

Adel H. Salih Al-Mafrachi, Abdulkarim M. Bakir, Ali M. Alradi and Omar O. Almwajeh

International Journal of Economics and Business Research, 2019, vol. 17, issue 2, 189-217

Abstract: This study sets out to explore the nature and dimensions of the best known practices on leadership development training and their implications for leadership development endeavours in the State of Qatar. The main purpose of this study is to identify the relevance and applicability of a certain best practice model of leadership development program and advise the parties concerned in Qatar to adopt that model in establishing senior leadership development programs for the public sector. A considerable number of models of 'best practice' leadership development programs are in the literature. This study elects to review 12 best-practice models of leadership development. These models have been critically analysed, using a checklist matrix of 14 assessment variables. By applying the variables of criteria to the 12 identified best practice models of leadership development, the study filtered out and ranked the five best practice models. Ashridge (APLC) model came out on top.

Keywords: leadership development; training programs; public sector; best practices; senior management; Qatar. (search for similar items in EconPapers)
Date: 2019
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