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Stepping into leadership for the first time is one of the most challenging transitions in any career. Many high-performing employees excel as individual contributors but struggle when asked to manage people, projects, and change. That’s where an emerging leaders program comes in. These programs are designed to identify employees with leadership potential and provide them with the skills, confidence, and support they need before assuming their first formal leadership role.
For organizations, investing in an emerging leaders program reduces the risks of “sink or swim” promotions and builds a stronger leadership bench for the future. For employees, it provides a clear path forward and an opportunity to develop leadership skills in a structured environment. In this guide, we’ll cover what an emerging leaders program is, how to start one, and examples of organizations putting them into action.
What is an emerging leaders program?
An emerging leaders program is a development pathway designed to help employees take their first steps into leadership. Unlike future leaders programs, which focus on succession for senior positions, emerging leaders programs nurture untapped potential among individual contributors or new managers.
These programs aim to bridge the gap between strong performance in a current role and success in a leadership position. Many high-performing employees struggle when they are promoted without proper guidance. According to Gallup, fewer than half of managers feel they have the skills needed to excel in their roles.
Emerging leaders programs provide the foundational skills needed to thrive, such as:
- Effective communication
- Feedback delivery
- Team management
- Conflict resolution
- Emotional intelligence.
The structure is often more accessible than advanced programs. Participants may engage in workshops, peer learning circles, simulations, or short-term project leadership opportunities. Leadership mentorship is also a common feature, with participants paired with mid-level leaders who can coach them through real-world challenges.
The distinct value of emerging leaders programs is that they unlock potential early. Instead of waiting until someone is already in a management role, these programs prepare employees in advance. This proactive approach reduces promotion risk, increases employee confidence, and creates a more consistent flow of ready-to-lead talent across the organization.
By investing in emerging leaders, companies cultivate a stronger leadership bench, enhance the retention of ambitious employees, and foster a culture where leadership potential is recognized and developed from within.
The benefits of an emerging leaders program
Emerging leaders programs deliver value to both employees and the organization. By investing in employees before they step into management, companies prepare them for long-term success and reduce costly mistakes. Some of the biggest benefits include:
Together, these benefits create a healthier leadership pipeline and protect organizations from the risks of poorly supported promotions.
Common challenges in emerging leaders programs
While the benefits are significant, many organizations stumble in execution. Common pitfalls include:
By recognizing and addressing these challenges, organizations can ensure their emerging leaders programs drive measurable results and set participants up for long-term growth.
How to start an emerging leaders program
Designing an emerging leaders program can feel daunting, but it doesn’t have to be. The key is to break the process down into clear steps and focus on creating a structure that fits your organization’s goals. Whether you’re building your first leadership pipeline or refining an existing one, the following steps will help you launch a program that empowers high-potential employees to step into higher-level roles with confidence.
Clarify the objectives of your program
Every strong program begins with a clear purpose. Ask yourself: What problem am I trying to solve? Are you preparing individual contributors for their first management roles? Strengthening the bench of mid-level leaders? Addressing a skills gap like communication or coaching?
By setting specific objectives, you ensure the program aligns with business strategy. For example, if employee retention is a priority, you might design the program to give participants a sense of career progression. If innovation is a focus, you might emphasize cross-functional projects that expose participants to different parts of the business.
Without clarity on objectives, it’s easy for an emerging leaders program to feel generic. Pinpointing your “why” creates direction and makes it easier to measure success later on.
Secure leadership buy-in and resources
An emerging leaders program needs more than good intentions; it needs visible support from leadership. Gaining buy-in early ensures you’ll have access to budget, time, internal advocates who can champion the program, and the right mentors for participants.
Senior leaders should see the program not just as training but as a strategic investment. When executives sponsor or speak at program sessions, it signals that leadership development is a priority for the entire organization. Their involvement also helps reinforce the program’s importance to participants, who feel valued and recognized for their potential.
In addition to financial resources, make sure managers are prepared to support their direct reports’ participation. Freeing up time for workshops, mentorship, and stretch assignments requires the cooperation of managers.
Select participants for your emerging leaders program
The best programs strike a balance between inclusivity and selectivity. You want enough participants to create impact across the business, but not so many that the program becomes diluted.
There are several ways to identify candidates:
- Manager nominations: Leaders recommend employees who demonstrate leadership potential.
- Self-nominations: Employees express interest, showing initiative and motivation.
- Assessments: Tools that measure competencies like problem-solving, emotional intelligence, and communication.
Whichever approach you choose, make the criteria transparent. Participants should know why they were selected and what’s expected of them. Clarity builds trust and sets the tone for the program.
Create a foundational curriculum
The curriculum is the backbone of any emerging leaders program. It should focus on the core skills that prepare employees for their first leadership roles. Common topics include:
- Effective communication and active listening
- Giving and receiving feedback
- Conflict resolution
- Delegation and prioritization
- Emotional intelligence and self-awareness
The curriculum shouldn’t stop in the classroom. To be effective, it must also include experiential learning, such as leading a short-term project, participating in simulations, shadowing a manager, or joining cross-functional teams. These opportunities allow participants to apply what they’ve learned in a safe but challenging environment.
Blending training with practice ensures participants not only understand leadership concepts but also know how to use them in real-world scenarios.
Provide mentors or coaches
Even the best curriculum can fall flat without guidance. Pairing participants with mentors or coaches gives them a sounding board as they navigate new challenges. Mentors can share their own leadership journeys, while coaches can help participants reflect on strengths and blind spots.
Mentorship also creates networking opportunities. When emerging leaders build relationships with more experienced professionals, they gain exposure to different leadership styles and perspectives. This support system fosters confidence and encourages participants to explore their own leadership approaches.
Measure and iterate program success
No program is perfect from the start. Measuring impact ensures you can refine and improve over time. There are several ways to track success:
- Feedback surveys: Gather input from participants and their managers.
- Promotion rates: Track how many participants move into leadership roles.
- Retention data: See if participants are more likely to stay with the organization.
- Skill assessments: Measure improvements in competencies like communication or problem-solving.
The key is to treat your emerging leaders program as a living system. Regularly review results, update curriculum based on feedback, and adjust participant selection as your organization’s needs evolve. By iterating, you ensure the program remains relevant and impactful over time.
Examples of successful emerging leaders programs
Looking at how other organizations approach emerging leaders programs can spark ideas for your own. While every company’s needs are different, these examples highlight common approaches to developing employees before they step into management roles. Some emphasize workshops and mentoring, while others combine structured learning with project-based experiences. Reviewing these programs can help you see what’s possible, what works in different contexts, and how to adapt the model to fit your culture and workforce.
Penn State
Penn State has developed a suite of Emerging Leaders Programs that offer useful models for organizations considering their own initiatives. For staff, the Penn State Emerging Leaders (PSEL) program provides a 12-week curriculum that combines seminars, self-assessments, and peer coaching conversations. Topics range from CliftonStrengths and emotional intelligence to inclusive leadership and feedback skills. At the end, participants receive a digital badge that they can showcase on LinkedIn or in their professional portfolios.
On the faculty side, the Penn State Emerging Academic Leaders (PSEAL) program offers a semester-long experience that includes workshops, mentoring, and the development of a personal leadership philosophy.
Both programs emphasize the support of managers or supervisors, intentional cohort learning, and a blend of theory and application. For HR and L&D professionals, Penn State’s approach shows how clear structure, practical curriculum, and visible recognition can make an emerging leaders program both motivating and impactful.
Sonoco
Sonoco’s Emerging Leaders Program has been a cornerstone of the company’s leadership pipeline for more than four decades. The program is designed as a two-year journey for new graduates entering the organization, combining full-time roles with structured development. Participants rotate across Sonoco’s diverse businesses, gaining exposure to manufacturing operations and leadership practices while building a network of peers across the company.
The curriculum blends the following:
Associates receive hands-on coaching tailored to their strengths, along with opportunities to contribute meaningful impact from day one.
For HR and L&D leaders, Sonoco’s approach demonstrates how a long-running emerging leaders program can effectively balance job experience with targeted leadership development, ensuring that new hires evolve into well-rounded, values-driven leaders who are ready to grow with the organization.
Methodist Health System
Methodist Health System runs a structured Emerging Leaders Program as part of its broader leadership pipeline. Methodist Health’s ELP is a five-month program designed for high-potential employees who are not yet in management roles. Participants develop critical leadership skills through workshops, mentoring, and peer learning, preparing them to move into roles of greater responsibility.
The ELP is the first step in a larger leadership journey at Methodist, followed by the Accelerated Development Plan (for experienced professionals), the First Time/New to Methodist Manager Plan, and the ELEVATE Advanced Leadership Program for directors and AVPs. This tiered approach demonstrates how organizations can establish a clear pathway for leadership growth, ensuring that talent is nurtured at every stage. Methodist’s commitment has earned external recognition, including being named one of Time’s Best Companies for Future Leaders in 2025.
Conclusion
An emerging leaders program is one of the most effective ways to prepare high-potential employees for their first steps into management. By clarifying objectives, developing a thoughtful curriculum, and providing mentorship and experiential learning, organizations can mitigate the risks associated with “sink or swim” promotions while building a stronger leadership bench.
The benefits extend far beyond the individual. Teams gain better managers, employee retention improves, and leadership culture becomes more consistent across the company. While challenges exist, from selecting the right participants to securing buy-in, these can be overcome with intentional design.
For HR and L&D leaders, now is the time to consider how an emerging leaders program could strengthen your workforce and lay the foundation for long-term organizational success.
Want to see how mentorship can strengthen your leadership pipeline? Download our Leadership Development Mentorship Programs eBook to explore practical ways mentorship supports emerging leaders as they step into their first management roles.
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