What we do

Leadership development programmes

Building leadership capability across the organisation.

Blurred executive in motion representing human impact

Structured office facade representing organisational scale

Interconnected lines representing complexity

When leadership development does not change how people lead

Most organisations invest in leadership development because something needs to improve: stronger decisions, more capable managers, a clearer succession pipeline or better performance through change. The problem is that too much development remains disconnected from the work leaders actually need to do.

Wharton Global's leadership development programmes combine behavioural evidence, expert challenge and practical application. Our approach brings together five stages.

Agreeing business outcomes - we start with what the organisation needs leaders to do differently, and agree how progress will be recognised.

Assessing development needs - psychometric and behavioural assessment and 360-degree feedback establish where each leader is now, so needs are assessed rather than assumed.

Designing the programme - content, level and format are built around those needs and your organisation's real challenges, combining group work with individual coaching.

Applying learning at work - participants use what they learn on live challenges in their own roles, supported by coaching between sessions.

Measuring progress - progress is reviewed against the outcomes agreed at the start, so the organisation can see what has changed.

Choosing the right development approach

Typically engaged by

HR Director / Chief People OfficerCEO / Vice Chancellor / ChairL&D or OD Lead

HR Directors and L&D leads responsible for developing the next generation of leaders, supporting managers through periods of change, or delivering structured programmes on coaching, development and succession.

The cost of not acting

Generic leadership training is easy to buy and hard to evaluate. Programmes not grounded in data driven insight tend to produce good feedback scores and little lasting change.

A tangled knot of rope, representing the complexity of unwinding a poor senior appointment

The standard approach

A programme that feels valuable in the room but doesn't change behaviour
Coaching, development and succession treated as tick-box exercises
Investment in development with no measurable return
A programme built around what the facilitator knows, not what the organisation needs

The trigger moment

“Wharton Global's approach to executive coaching has been genuinely transformational, and the quality has been consistent across the years I've worked with them. What sets them apart is the care taken before coaching even begins, each leader is matched to the right coach based on a real understanding of their content. Psychometrics, 360 feedback and profiling are applied to actual business situations, not abstract goals. The leaders we have put through their programmes have come out measurably different.”
Chief Operating Officer, Tech Sector