| dc.description.abstract | Leadership development is a central theme within the organizational field and vast amounts of money and time are spent in pursuit of the magical formula, namely transforming the employee into a leader. The explicit view that leadership is for everyone to learn, has been the mantra since the turn of the century. Statoil ASA, a Norwegian multinational oil and gas company, has been researched on their internally developed leadership program, Become a Leader (BaL)-Level 3. The research question is: How does Statoil equip their leaders for the future through the leadership program, Become a Leader (BaL)-Level 3? Qualitative research has been the choice of methodology and a strategic selection of course participants have been interviewed. The main conclusion is, that the program is valid when it comes to equipping Statoil’s future leaders with relevant leadership development and leadership skills and tools. However, this finding rests heavily on the program being internally developed by Statoil’s own leadership unit. Moreover, this master thesis also questions that the necessary and crucial post follow-up does not take place after the course has ended. The follow-up is sorely missed by the course participants upon returning to a hectic work day. | nb_NO |
