The Impact of Radical Change on Leadership Development in Large Companies

Purpose: This study aims to identify and describe changes in leadership development programs caused by the spread of SARS-CoV-2. Design/methodology/approach: Participants were selected purposefully. The core part of the qualitative study involved 25 individual in-depth interviews. Findings: The data indicates that leadership development is not perceived as a core business process. In most cases, certain learning interventions were withheld but not terminated or managers ordered a digital culture transition. Data shows that given the progressing change, there is a need for further reflection on whether technology-mediated leadership behaviour would not be a standard. Research limitations/implications: Qualitative research does not permit broad generalizations. Although the data collected allows indicating how leader-nurturing process owners perceive change that impacts leadership development, there is no possibility to indicate the intensity or importance of the reactions. Originality/value: This study enriches the research on leadership management in big enterprises. It provides meaningful insights by examining the attitude and reactions of managers responsible for nurturing leaders. The findings of this study extend the understanding of the leadership development goal and its impact under specific conditions.