Evaluating the effects of a leadership development program on professional development of mid-level leaders at a nonprofit organization: An action research study

The professional development of mid-level leaders is a continuous challenge in the workplace. This action research study explored the development and management of mid-level leaders. Specific attention was given to the effectiveness of the professional development system used to manage the growth of the leaders at a nonprofit organization. The intervention was incorporated to examine the avenues to improve effectiveness of the management for leadership development. Findings highlighted the need and importance of overcoming obstacles and focusing attention toward the development of mid-level leaders. The organization's administrators acknowledged the benefits of leadership development as well as challenges that hinder development. In addition, a document analysis demonstrated there were numerous changes to the mid-level leader's position which resulted in increased job responsibilities. Furthermore, the numerous changes throughout the organization created a pathway for change improvement opportunities. The information gathered from middle managers and executive administrators provided valuable insight in the development of a Leadership Development Learning Initiative. The approach undertaken for developing the leaders was to create change through learning. The pathway for the foundation of a leadership learning culture was guided by a theoretical framework that included Kotter's 8-Step Process for Leading Change, Hamel's elements of innovative management, and Argyris regarding management of change and leadership development. The study findings may be used to identify innovative approaches to strengthen professional development systems of nonprofit organizations that elect to focus on developing and enhancing mid-level leadership.