International Journal of Education and Psychological Research
(Print and Online Peer Reviewed Journal)
Authors:  Shilpa Kabra Maheshwari  Dr. Jaya Yadav
Leadership Development is a strategic priority for organizations . Widely used approaches to build leadership have relied on the 70:20:10 model as advocated by McCall and Lombardo . However, 70:20:10 doesn't match either the reality of how leaders learn or how they prefer to learn. Paradigms around the 70:20:10 model and its effectiveness are thus being questioned. Based on empirical research, this study explores the experiences of leadership development intervention in the context of 70:20:10 model across Indian organizations. The findings highlight the dichotomy between design and outcome and the dysfunctional consequences of the 70:20:10 model. The study contributes much needed discussion towards rethinking the utilitarian approach of widely used leadership development approaches in the context of emerging markets like India.