David Pearson is managing director of leading training provider Premier Partnership.

Our strategic partner the Chartered Management Institute’s (CMI) recent research into ‘21st Century Leaders’ (#21CenLeaders) looked at how best to prepare graduates for being the future leaders of UK businesses and organisations to address the productivity gap we are currently facing. As experts in leadership and management training in the workplace, we are keen to understand how this knowledge can be applied throughout the learning and development life cycle beyond graduation – and also opened up to potential future leaders and managers who may not go down the Higher Education route before entering the workplace.

Entrepreneurship in the workplace

A key finding of the report was that entrepreneurship has become a key discipline in management training in response to the fact that so many students now aspire to run their own businesses (presumably as a result of reduced job security).

But what should employers make of this? Surely it isn’t in their interests to train up staff to be future entrepreneurs who will leave the business to set up their own enterprise? Entrepreneurship is a key skill for employees as well as the self-employed. Particularly in the public sector where there is huge pressure to increase efficiency, innovation, and productivity, leaders of the future need entrepreneurial spirit.

Some universities are now even offering a self-employed placement year and it has been found that these graduates make better employees as they can apply everything they’ve learnt from running their own businesses to employers’ business problems.

Corporate Social Responsibility

Management education institutions are also placing more focus on working with charities and philanthropic giving in response to the fact that this is increasingly important for employers and is something that needs to come from the top of the organisation. Leaders and managers can create a more socially responsible culture and leadership and management training needs to address this.

Competitive edge

Universities are also recognising the need to make management training more competitive to reflect the leadership and management skills needed in the workplace for organisations compete on a local, national, and global level. This is key to increasing productivity and workplace learning can often be seen as an individual endeavour that doesn’t require team work or competition.

Leadership and management training shouldn’t just be about the individual’s learning and development. The impact of leadership and management skills is seen across the organisation and leaders must be external facing and able to directly compete with peers at other organisations.

The key learning from the CMI’s report is that we must keep adapting and developing leadership and management training to make it fit for leaders – and organisations – of the future. At Premier Partnership, we always strive to stay one step ahead of the latest leadership and management trends to bring our clients cutting edge learning solutions. Contact us to find out more.