Abstract

IntroductionOrganizations across the globe invest substantial resources in the training and development of leadership talent. Leadership training is a US$366 billion global industry, and the U.S.A. alone spends $166 billion annually on leadership development (Training Industry, 2020; Westfall, 2019). One important recipient of these resources are high-potential (hipo) employees and the processes and programs that support their identification and development as leaders. Defined as employees who are identified as having advancement potential at least two levels above their current role (Church & Silzer, 2014), hipo employees receive targeted leadership development opportunities and resources with the aim of deepening bench strength in critical leadership roles.