Impact of National Culture on the Transfer of Leadership Training

Organisations invest heavily in leadership training with the hope that managers will become better leaders. However, the success of these investments depends on the extent to which managers apply the knowledge, skills, and abilities (KSA) they have acquired during their training to their job. Without this transfer, leadership training is ineffective. Despite extensive research on training transfer, there is a notable gap in understanding how national culture influences this process. This research aims to examine the impact of national culture on managers' ability to transfer leadership KSA in light of Hofstede's cultural theory. To achieve this, the focus group method was employed to gather qualitative data from 14 managers in Jordan; seven males and seven females. Thematic and narrative analyses confirmed the impact of national culture on training transfer. The six cultural dimensions have influenced the transfer of leadership training and, to a certain extent, shaped managers' organisational behaviour, regardless of gender. The findings provide a comprehensive understanding of how deeply ingrained cultural values and practices can either facilitate or impede the application of new knowledge and skills in the workplace. For instance, high power distance in Jordanian organisations hinders initiative-taking and training transfer, while collectivist values facilitate teamwork and knowledge sharing. High uncertainty avoidance poses challenges in handling new situations, and a focus on short-term goals reflects a lower long-term orientation. Additionally, the narratives illustrate varying experiences and outcomes of leadership training transfer, influenced by the interplay of characters, setting, and cultural context. These insights have significant implications for designing and implementing leadership training programmes in culturally diverse settings. Practical recommendations include fostering supportive leadership, implementing mentorship programmes, developing recognition and reward systems, and incorporating change management components. By integrating these findings, organisations can enhance the effectiveness of leadership training and achieve a better return on investment.