The purpose of this research is to analyse how participants in leadership training programs in higher education value and perceive their training process.
A stylized theoretical model is developed indicating that leadership training may be designed along a collegial‐managerial continuum. To study how participants placed themselves on this continuum, a questionnaire was distributed to participants in three different leadership training programs.
The study shows that leadership training programs are tools to modernize higher education without resulting in a rejection of inherent values and characteristics of the sector.
Leadership training programs need to be supplemented with broader organisational development activities and a more systematic follow‐up process after completion of the program.
