Journal of Business, Technology and Leadership

The Impact of Leadership Development and Training Programs on Employee Morale and Operational Effectiveness

Eric Christenson — Tue, 29 Apr 2025 00:00:00 +0000

This research paper examines the connection between leadership development and training programs and their impact on employee morale. Additionally, it investigates the relationship and effects these programs and employee morale have on an organization's operational effectiveness. Current research has shown that these programs can positively affect employees and employers when executed effectively. They increase job satisfaction, employee retention rates, and productivity. However, most of these studies have been narrow in focus and are usually limited to a single company. This research project used a phenomenology qualitative meta-analysis methodology to analyze the effect of leadership and training programs on employees and employers. This provides a more comprehensive study of the topic than is possible within a single study. This research project demonstrates that leadership development and training programs positively affect employee morale and, in turn, positively impact an organization’s effectiveness. These results include increased job satisfaction, employee retention rates, productivity, and performance. This supports the hypothesis that a well-developed and implemented leadership and employee training program will increase employee morale and positively impact the company, including employee retention and increased operational effectiveness. These results were seen in various industries and organizations of different sizes globally. These findings should encourage organizations of any size and demographic to consider implementing leadership development and training programs to better their employees, the company culture, and their operational efficiency and effectiveness.

3 Leadership Lessons Executives Can Learn From Famous Leaders

Mostafa Sayyadi, Michael Provitera — Thu, 01 May 2025 00:00:00 +0000

This is a peak at Carlos Ghosn, former CEO of Nissan Motor Corporation, Gordon Moore, the co-founder and former CEO of Intel Corporation, and Kōnosuke Matsushita, the founder and former CEO of Panasonic, who have been recognized as the most prominent and successful leaders today. Under Ghosn's management, Nissan became one of the world's largest manufacturers in the automotive industry. Under Moore's strategic leadership, Intel also became one of the largest manufacturers of computer chips in the world. The Japanese Kōnosuke Matsushita also created a 200-year strategic plan that was carried out by his successors at Panasonic efficiently and effectively. Now, these three companies are still the most admired in North America and the most profitable companies on the "Fortune 500" list. The first purpose of this opinion article is to decode Carlos Ghosn's mysterious method for implementing organizational knowledge. Next, we aim to show why and how Gordon Moore coined the phrase strategic turning point. Moore argued that all rules would change at the strategic turning point. Third, we aim to decode how Matsushita's leadership grew the Panasonic company and present his big leadership lessons at this Japanese multinational electronics company for executives and senior executives across the globe. This opinion article presents key insights for management scholars and practitioners to understand why Ghosn, Moore, and Matsushita owed most of their victories at Nissan, Intel, and Panasonic to their magic management practices and strategies. In this way, we have identified the DNA of Ghosn's knowledge management method, Moore's strategic turning point, and Matsushita's effective leadership which contain an important story for CEOs and management scholars worldwide.