Starr developed a series of leadership development programmes for groups of senior managers within a insurance company, run over a period of two years. The outcomes of these leadership programmes have been analysed and show that the programme led to real performance improvements.

The following highlights the increases in the level of transformational and transactional leadership capacity of past delegates. In addition there was a dramatic increase in emotional awareness, this being a key enabler to leading others.

Increases in levels of leadership capability following leadership development programme

Leadership Parameter
% change (improvement)
Idealised influence
indicates whether a leader is able to hold direct report’s trust, maintain their faith and respect, appeals to their hopes and dreams, and act as their role model.


Inspirational motivation
highlights the degree to which a leader provides a vision, uses appropriate symbols and images to help others focus on their work.


Intellectual stimulation
shows the degree to which a leader encourages others to be creative in looking at old problems in new ways, and nurtures people to question their own values and beliefs and those of the organisation.


Individualised consideration
indicates the degree to which a leader shows interest in others’ well‑being, assigns projects individually, and pays attention to those who seem less involved in the group.


Contingent reward
shows the degree to which a leader tells others what to do in order to be rewarded, emphasises what they expect from them, and recognises their accomplishments


Management by exception
assesses whether a leader tells others the job requirements, are content with standard performance, and are believers in “if it ain’t broke, don’t fix it.”


Emotional Awareness
measures the extent to which a leader is emotionally self aware and the awareness they have regarding their relationships with others


Demonstrable outcomes from the programmes included:

  • more diligent at holding their direct reports and their peers to account for their performance
  • less defensive if verbally attacked and better able to deal with conflict
  • better able to lead change initiatives
  • more influential and impactful
  • able to engage their staff more effectively
  • less stressed in the execution of their role
  • capable of building higher performing teams
  • more supportive as well as more challenging of staf

The comments below were received from participants:

“I wish I’d had this training eight years ago!”

“The programme encouraged greater underpinning of knowledge of self and how this impacts on organisational and operational roles. Moreover it gave me awareness of how I “tick” and what provokes my responses, thereby helping me create an environment of trust.”

“I was keen to learn and develop my ability to support and develop my team to meet functional and organisational objectives. I have learnt a lot to help with this!”

“Challenged me as an individual, enabled me to understand more of what is expectedof me as a leader and as a manager and equipped me with tools to tackle challenges they face in my role.”

“This programme would be of enormous benefit to other managers in my team.”

“Excellent seminars: a good opportunity to reflect on management and leadership abilities and styles employed through work and life.”

  “Pacey sessions with lots of scope for interaction and involvement.”

“For me this programme is a very effective way of learning.  The ‘team’ teaching was excellent.”

“Very helpful in drawing out and affirming traits and characteristics, which I can now work on.”

“I was able to link comments and content relevant issues”


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