A report by Business Linked Teams - Grow Your Own Leader - has found that 45 per cent of one hundred senior UK HR professionals felt that the responsibility of identifying and developing future leaders should fall to line managers. A similar percentage were of the same opinion regarding making sure existing leaders are continuously developed. 

However, more than two thirds found there was a requirement to cultivate the future leaders in their business.  Eighty nine per cent believed succession planning was their organisation’s main concern, 51 per cent believed that face to face workshops were key elements to a leadership development programme and 37 per cent of those surveyed recognised that a structured, individual personal development plan was very important.

The report went on to point out that it is not only vital that HR leaders get the development plan under control in HQ, but also in each different region where the leadership development programme is being carried out. It is important to ensure that the programme is tailored to each different region – allowing for the various local and cultural factors.  Only 16 percent of HR decision makers admitted to having a global strategy in place with localised leadership training programmes.

Samantha Caine - Managing Director at Business Linked Teams – stated:

“It’s clear that HR leaders are placing too much expectation on line managers without providing the right levels of support. As a result, line managers are struggling to overcome the challenges identified on top of their existing day to day challenges.”

She added:

“As organisations face the challenges of a globalised marketplace, they require experienced leadership that knows the business inside out and can seamlessly succeed current leadership while demonstrating the skills and behaviours required to bolster the organisation in each specific market.” 

The report ended by stating:

“HR professionals must ensure that line managers are fully on-board and not simply delegate the task of identifying leaders and expecting them to do the rest.”

Dan Lucy - Principal Research Fellow at the Institute for Employment Studies -commented:

 “Unfortunately, it’s still the case that too many individuals attain leadership positions as a consequence of technical competence without any real interest or capability in managing or developing people. HR has a huge and important role to play here in ensuring that the right people are put in leadership positions, and their capabilities developed.”