Effective Learning Design in Leadership Training

Introduction Design elements are important for effective learning and transfer of training. Noe (2013) explains “…for learning and transfer of training to occur, training programs need to include meaningful material, clear objectives, opportunities for practice and feedback, learner interaction, and a supportive work environment”. Furthermore, Noe (2013) explains there needs to be an effective training program that maximizes learning and transfer of training for the trainee. Campbell Soup Company has a goal to design a meaningful leadership experience for the participants that will provide them with information related to the many variations of leadership styles. The intended end result provides participants with the

It is feasible that Campbell Soup Company’s program is mildly weak in the post-training as there does not seem to be a solid plan once the modules are complete, Campbell Soup Company should consider a plan that includes this step. Their training plan does include reflection time that allows participates to apply what they learned, but that appears to be between the learning

Johnson (2014) concludes in his editorial, “Leadership - the rest of the story” that leading is not about having heart, caring or empathy instead it is about realpolitik of maneuvering and targeting key players to get what you want. Slade (2014) stresses in the article “Keep Calm” that leaders need the ability to not respond with emotions and use rational thinking when dealing with stressed employees. In Tyler (2013) interview with Chade-Meng Tan, Google Fellow, Tan explains leaders need the ability to calm the mind, which in a crisis situation will allow the leader to not panic. Campbell Soup’s leadership experience program provides employees with the tools, knowledge, and skills to help them determine their leadership style, model and philosophy by exposing them to many different