The biggest leadership development mistakes HR leaders see today

Written by Mark Tonks from Orange and Blue UK

Introduction: Why leadership development is under fire

Leadership development is under growing scrutiny. HR leaders across industries are questioning the real impact of the programmes they invest in.

According to a Gartner survey in 2025, despite 76 per cent of organisations updating their leadership initiatives in recent years, only 36 per cent believe these programmes are adequately preparing their leaders for the future.

This figure highlights a serious issue. Leadership development is meant to build capability that drives business performance, yet many leaders leave programmes without the tools or behaviours needed to lead effectively.

The challenge lies in how leadership development is approached. True development is not a one-off event or classroom exercise.

It is a step-by-step process that changes behaviour over time. It requires consistent work with leaders in their actual roles, helping them improve daily and focus on the specific demands of their responsibilities. This article, the first in a series, explores what HR leaders say is going wrong and what needs to change to build leadership programmes that truly delivers results.

The golf analogy: Practicing only one part of the game

Golfers who only ever practice putting will never master the whole game.

The same applies to leadership. Many leaders focus heavily on one aspect of leadership, often operational or technical, while neglecting others that are just as important.

Leadership has four main areas- Strategic, Operational, Interpersonal and Personal. When development efforts only address one or two of these, leaders struggle to perform at their best.

This narrow focus creates frustration. Leaders may excel in one aspect but fall to inspire their teams, think strategically or adapt to change.

The result is underperformance that affects the wider business. Effective leadership development must build capability across all four areas, helping leaders strengthen the full range of skills required to deliver results.

What HR leaders are reporting as the main failings

HR Leaders are clear where current programmes fall short. The most common failings include a lack of practical relevance, limited follow through, and poor alignment with business needs.

Many programmes are too generic; they present broad models and theories that do not reflect the challenges leaders face in their and day to day roles.

Another concern is the lack of measurable outcomes. Without clear metrics, or evidence of behavioural change it is difficult for HR teams to demonstrate a return on investment.

Leaders attend workshops but the impact often fades once they return to work. The lack of sustained improvement reduces confidence in the effectiveness of leadership development as a business tool.

To be effective leadership development programmes must connect directly to the organisation’s goals and the leaders actual responsibilities. They must also include consistent support and follow up to ensure new behaviours are applied and maintained.

The missing link: Real time development in action

Effective leadership development happens in real time. Leaders grow most when they are supported while performing their actual roles.

Coaching and feedback on day to day actions create lasting improvement. This approach embeds learning into the way leaders work, making development part of their routine rather than an isolated event.

When leaders receive real time feedback they start to see immediate results. They make better decisions, communicate more effectively, and manage their teams with greater confidence. This type of development builds habits that stick. It helps leaders adapt to constant change- whether generational, cultural, political or economic- and ensures they can lead effectively in any situation.

The time barrier: Why leaders struggle to invest in coaching

Many leaders see coaching and developing others as a luxury they cannot afford. The pressure to deliver short term results often pushes people development to the bottom of the list. This mindset limits team growth and weakens leadership capacity.

Leadership development requires time because it aims to change behaviour permanently. Habits are built over years and replacing them with better ones takes consistent effort.

Leaders who invest in coaching their teams create stronger and more flexible workforces. They see tangible benefits such as higher productivity, lower costs and a greater pride in the organisation.

Structured support helps leaders prioritise development without losing focus on performance. With the right frameworks coaching becomes part of the business rhythm rather than an extra task. This approach strengthens both individual and team capability.

The strategic gap: Failing to build strategic clarity

Another common failing in leadership development is the lack of focus on strategic leadership. Many programmes focus on operational skills but overlook the importance of strategic purpose and direction.

Effective leadership development helps leaders understand their strategic responsibilities and how their decisions help shape the organisation’s success.

Strategic leadership involves defining purpose, setting strategy, and aligning structure, roles, and processes for success. Leaders who develop these skills make better decisions and create clarity across their teams.

They understand how to connect daily actions to long term goals. Continuous learning, feedback, and exposure to diverse perspectives help leaders strengthen their strategic thinking and stay aligned with business priorities.

What effective leadership development looks like

Successful leadership development is practical, focused, and continuous. It works with leaders who are already active in their roles, helping them improve daily and focus on their specific challenges. It provided practical tools and ideas that can be applied immediately.

Effective programmes are tailored to the individual and the organisation. They include measurable outcomes, consistent coaching, and alignment with business goals.

They also recognise that leadership is never static. The world changes constantly, and leaders must adapt with it. The most successful development programmes create leaders who can lead through uncertainty, manage diverse teams and deliver sustained performance.

In summary: Building leaders who can deliver results

HR Leaders have identified the main failings in leadership development- generic content, event-based programmes, poor implementation, limited follow through, lack of strategic focus, poor measurement, plus several additional issues.

These challenges can be addressed through practical, strategic and continuous development that supports leaders in their real work.

Effective leadership development builds capability where it matters most. It helps leaders adapt, think clearly and lead teams that deliver results. Organisations that invest in this type of development build stronger leaders and stronger businesses.

The next blog in the series will focus on where to start, what to avoid before committing and identifying when to say no.

Mark Tonks can be contacted through email or by calling 07957805987.