Frontline Leadership: Training Supervisors and Team Leads

Empowering the Front Line for Success

Every day, frontline supervisors and team leads make countless decisions that shape workforce productivity and morale. They are the shift supervisors on the shop floor, the team leads in call centers, the charge nurses on hospital units – the first level of management that directly oversees the bulk of employees. These frontline leaders are the bridge between top management’s strategy and the employees executing it, making them pivotal to an organization’s success. Studies estimate that frontline managers comprise about 50–60% of a company’s total management and directly supervise as much as 80% of the workforce. Their leadership effectiveness has a direct impact on outcomes like employee engagement and retention. In fact, frontline employees are three times more likely to stay at a company when they have a supportive manager.

Despite their importance, many new supervisors are thrust into leadership roles without adequate preparation. Often promoted due to strong technical performance, they find that leading a team requires a completely different skill set. Lacking training, they may struggle with common pitfalls – from poor communication and inconsistent coaching to burnout from “putting out fires” every day. These challenges can lead to high turnover, stalled team performance, and frustration on the front lines. Frontline leadership training is crucial to address these issues. When organizations invest in developing supervisors and team leads, they empower their people, improve daily operations, and build a stronger future leadership pipeline. This article explores why training frontline leaders is so important, the key skills they need, effective ways to develop these leaders, and real-world examples of training in action.

Frontline supervisors and team leads hold tremendous influence over employees’ day-to-day experience. As the primary touchpoint between staff and upper management, they set the tone for team performance, communication, and culture. When these leaders are well-trained and supported, the benefits ripple across the organization. Some key advantages of effective frontline leadership include:

• Higher team performance and productivity: Skilled frontline leaders know how to motivate and guide their teams. By setting clear expectations, providing support, and giving constructive feedback, they can boost overall team output and quality of work.
  
• Better communication flow: Frontline leaders facilitate smooth information flow between executives and employees. Strong communication reduces misunderstandings, keeps everyone aligned with goals, and improves coordination across levels.
  
• Quicker problem solving and agility: Trained supervisors are equipped to make quick decisions and solve on-the-spot problems. With the right support, they can respond to issues proactively, creating a more agile and responsive operation.
  
• Greater employee engagement and retention: Frontline managers who actively engage their teams help employees feel valued and heard. This leads to higher job satisfaction, stronger commitment, and lower turnover. Employees tend to stick around when they have managers who coach them and care about their growth – reinforcing the link between good leadership and retention.
  
• Reduced conflicts and complaints: Effective team leads can spot tensions early and resolve conflicts fairly. By mediating issues and treating people with respect, they prevent small problems from escalating, fostering a more positive work environment.
  
• Improved customer satisfaction: Well-trained frontline leaders ensure frontline employees are knowledgeable, motivated, and customer-focused. The result is better service quality and more positive customer experiences, which ultimately benefits the business’s bottom line.
  

On the other hand, poor or inconsistent frontline leadership can quickly erode these benefits. If supervisors lack training, teams may suffer from unclear directions, low morale, and frequent mistakes or safety incidents. Employees often cite their immediate manager as a top reason for leaving a job – the adage “people leave managers, not companies” holds true in many cases. Frontline leaders, for better or worse, shape the employee experience and drive daily execution of strategy. That is why training these leaders is not a luxury but a necessity. By investing in frontline leadership development, organizations can unlock higher productivity, stronger engagement, and a culture of continuous improvement on the front lines.

If frontline leadership is so critical, why do many organizations struggle in this area? A big reason is that new supervisors are frequently promoted without adequate training. A talented individual contributor might be elevated to a team lead role based on technical skills or tenure – and then expected to thrive as a manager through trial and error. This sink-or-swim approach is common, and it sets first-time leaders up for frustration. Consider these challenges that newly minted supervisors and team leads often encounter:

• Lack of formal training: Many companies focus leadership development resources on senior managers, while offering little to those on the front lines. One survey found that although frontline leaders oversee the majority of the workforce, they receive only about 20–30% of a typical company’s leadership development efforts. In practice, this means new supervisors might get a brief orientation or some basic “nuts and bolts” workshops, but not the comprehensive training needed to manage people effectively. It’s no surprise that over 70% of frontline managers want more training to help them perform better in their roles – they recognize the gap in their preparation. Yet without organizational support, these managers remain under-equipped. In fact, global research by Gallup indicates only about 44% of managers have ever received formal management training, meaning more than half are “accidental managers” learning through trial and error. This training gap leads directly to the next challenge.
  
• Difficulty transitioning from individual contributor to leader: Stepping into a supervisory role is arguably one of the toughest career transitions. Yesterday’s high-performing technician or salesperson is suddenly today’s manager responsible for others. The skill set that made them great at their old job isn’t the same one needed to lead a team. New frontline leaders often feel pulled back into doing the technical work themselves, especially when their team struggles. Without guidance, many revert to what they know best – solving problems or executing tasks – instead of delegating and coaching. This undermines their effectiveness as leaders. Boston Consulting Group experts note that without the right tools and support, “many frontline leaders understandably revert to the behaviors that feel most comfortable”, focusing on their old work rather than managing. The result is teams that aren’t truly led or developed, and managers who are overwhelmed trying to do two jobs at once.
  
• High-pressure, complex work environments: Frontline supervisors today face fast-paced and often stressful conditions. They must balance competing priorities – meeting production or service targets, handling customer issues, adhering to compliance/safety rules, and responding to last-minute problems – all while supervising a group of people. Many operate in 24/7 environments like retail, healthcare, or manufacturing, with irregular hours and slim margins for error. This can be a trial by fire, especially if the new leader hasn’t been trained in time management or problem-solving techniques. It’s easy to fall into “firefighting mode” – constantly reacting to crises – and never get ahead on planning or team development. Over time, this takes a toll. Burnout is a real risk: studies have found that about 40% of managers report feeling burned out in their roles. New supervisors without support may find the role unsustainable.
  
• Managing people issues and conflicts: First-line managers are often surprised by how much of their time is consumed by human issues versus technical work. They must navigate difficult conversations, such as addressing poor performance, mediating personality conflicts on the team, or delivering tough feedback. Without training in basic people management skills, these situations can become major stressors. Some supervisors avoid addressing problems altogether – letting issues fester – or they handle them poorly, causing resentment or disengagement. Conflict resolution, coaching, and motivating diverse personalities are not intuitive skills for everyone; they must be learned. When companies neglect to train on these soft skills, they leave new managers to muddle through, which can lead to inconsistent or unfair treatment of team members.
  
• Adapting to new workplace dynamics: The modern workforce is evolving, which adds new layers of challenge for frontline leaders. Many supervisors today manage multigenerational teams with differing work styles, or multicultural teams in which cultural fluency is important. Trends like remote and hybrid work mean a supervisor might lead some employees who aren’t on site or who work different schedules. These realities require additional skills – from leveraging technology for communication, to practicing inclusive leadership that makes everyone feel valued. For example, leading a partly remote team demands skill in keeping remote employees engaged and informed. Without training, many frontline leaders feel unequipped to handle these shifts. They may struggle to build trust with team members they rarely see in person, or to ensure fairness and inclusion across diverse staff. The pace of change in technology and customer expectations is also relentless. Supervisors might need to learn new digital tools or updated processes on the fly while training their teams on them as well. All of this can be overwhelming for a new leader who doesn’t have a support system or playbook to follow.
  

In short, the learning curve for new supervisors is steep. Unfortunately, many organizations have left these leaders to “learn by doing” instead of providing structured development. The consequences show up in metrics like turnover (both of managers and their team members), lower productivity, and weak bench strength for future management roles. Addressing these challenges starts with recognizing that frontline leaders need targeted training and support from day one. By understanding the hurdles – and giving new managers the tools to overcome them – companies can prevent common pitfalls and set their team leads up for success.

What does it take to excel as a frontline supervisor or team lead? While technical know-how is important, the core of frontline leadership lies in people skills and effective management practices. Through training and experience, supervisors must develop a well-rounded skill set that enables them to lead teams, not just do the technical work. Here are some of the essential skills and competencies that high-performing frontline leaders demonstrate:

• Communication and active listening: The ability to communicate clearly and listen effectively is fundamental. Frontline leaders must convey goals, instructions, and feedback in a way that others understand. Equally, they need to listen to employee concerns and ideas. Strong communication builds trust and ensures everyone is on the same page. For example, a good supervisor holds regular huddles or one-on-ones to share information and hear out their team. This prevents misunderstandings and makes employees feel valued.
  
• Coaching and developing others: Great team leads see themselves as coaches. Instead of simply directing work, they take time to mentor and develop their people. This means giving constructive feedback, teaching new skills, and providing growth opportunities. A frontline leader with coaching skills will guide an underperforming employee to improve rather than doing the task for them. They recognize achievements and help employees progress in their careers. Over time, this approach builds a more capable and engaged team.
  
• Conflict resolution and fairness: Interpersonal conflicts or grievances inevitably arise in any team. An effective supervisor knows how to address issues promptly and fairly. This involves understanding different perspectives, mediating discussions, and finding solutions that uphold respect. It also means treating team members equitably and without favoritism. Research shows that when employees perceive their manager as fair, job satisfaction and performance improve. Training in basic conflict resolution techniques and bias awareness can greatly help new managers maintain a positive, inclusive team environment.
  
• Time management and priority-setting: Frontline leaders juggle many responsibilities, so they must manage their time well. Skills like organizing tasks, prioritizing what’s urgent versus important, and delegating appropriately are critical. A common trap for new supervisors is trying to do everything themselves – leading to burnout and neglect of leadership duties. Learning to delegate tasks to team members (and trusting them to execute) is a vital skill that frees up the leader to focus on high-level priorities. Effective training often includes time management strategies: for instance, scheduling brief daily planning sessions or using checklists to stay on track.
  
• Decision-making and problem-solving: Supervisors are on the front lines of daily operations, which means they often must make quick decisions to solve problems – whether it’s handling a dissatisfied customer, fixing a production error, or covering an unexpected staff absence. Good problem-solving requires analytical thinking, creativity, and confidence. Leaders should be trained in a structured approach to problem-solving (identify root causes, evaluate options, etc.) and empowered to make decisions within their scope. Importantly, they also need to know when to escalate issues to higher management. Building this judgment comes with practice and mentorship.
  
• Emotional intelligence and empathy: Managing people effectively requires emotional intelligence – being aware of one’s own emotions and those of others. Frontline leaders benefit from empathy, patience, and the ability to stay calm under pressure. For example, understanding an employee’s perspective during a conflict or recognizing when someone is stressed can inform a more compassionate response. Empathetic leaders tend to have more loyal and more motivated teams. Training can help managers increase their self-awareness, regulate their responses in tense situations, and practice empathy in daily interactions.
  
• Adaptability and learning mindset: Given the rapid changes in today’s workplace, a great frontline leader needs to be adaptable and committed to continuous learning. This means embracing new processes or technologies rather than resisting them, and encouraging their team to do the same. It also involves seeking feedback on their own performance and being willing to adjust their management style. Companies can foster this by teaching supervisors how to handle change management and by creating a culture where ongoing learning (through workshops, reading, peer learning, etc.) is part of the job.
  

By focusing on developing these competencies, organizations equip their supervisors with the tools to handle the demands of frontline management. Some of these skills may come naturally to certain individuals, but most first-time leaders will need deliberate development in many areas. For instance, a technically brilliant engineer may need to learn communication and empathy; a gregarious team player may need training on time management and decision-making discipline. The good news is that with targeted training and practice, frontline managers can build all of these skills over time.

It’s worth noting that these capabilities are not only immediately useful on the front lines, but also form the foundation for success in higher leadership roles. A supervisor who learns to coach others, manage conflicts, and communicate well is being prepared for future middle-management or executive positions. Thus, training frontline leaders in these skills contributes to a stronger leadership bench for the entire organization.

Recognizing that frontline supervisors need training is one thing – delivering that training effectively is another challenge. Traditional one-size-fits-all management seminars or dense policy manuals often fail to change behavior on the front lines. To truly help supervisors and team leads grow, organizations should embrace practical, ongoing development strategies. Below are several proven approaches and best practices for frontline leadership training:

• Structured onboarding and foundational training: Start developing leaders from day one in their new role. High-performing companies provide structured onboarding and foundational training programs for newly promoted supervisors, covering fundamental people-management topics. This might include workshops (in-person or virtual) on topics like effective communication, giving feedback, basic employment law, and team motivation. Interactive elements – role-playing difficult conversations or case studies – make this training more engaging and relevant. Providing a new supervisor handbook or online modules that they can refer back to on the job is also useful. The key is to go beyond just company policies; focus on real scenarios a team lead will face in your organization’s context.
  
• Mentoring and coaching programs: One of the most effective ways to develop frontline leaders is through personalized guidance from experienced mentors. Organizations can pair new supervisors with seasoned managers or HR coaches who provide one-on-one support. Regular coaching sessions allow the new leader to discuss challenges, ask questions, and get advice tailored to their situation. Mentors can observe the supervisor’s interactions (in meetings or on the floor) and give constructive feedback. This relational approach accelerates learning by addressing issues in real time. It also creates a support network so the new team lead doesn’t feel alone. Many companies also encourage peer mentorship or buddy systems, where two new managers support each other and share learnings.
  
• On-the-job learning and rotations: Nothing reinforces leadership skills like practicing them on the job. Organizations should create opportunities for frontline leaders to learn by doing in a controlled way. This could involve stretch assignments, such as leading a special project or task force, which push supervisors to develop new skills (for example, coordinating across departments or handling a new client). Job rotation programs, where a team lead might spend time in another department or location, can broaden their perspective and skills. For instance, a retail store supervisor might rotate to a different store to learn from their practices. These experiences build problem-solving and adaptability. It’s important that during these assignments, the individual has clear goals and support so that it’s a learning experience rather than overwhelming.
  
• Continuous feedback and development culture: Training shouldn’t be a one-off event – the best development happens continuously. Companies can foster a culture of feedback where frontline leaders receive regular input on their performance and guidance on how to improve. This can be done through scheduled performance check-ins (more frequently than the annual review), upward feedback from team members, or even simple post-mortems after projects. For example, after a busy season or a major project, a supervisor can meet with their manager to discuss what went well and what could be improved in their leadership approach. Some organizations use 360-degree feedback tools for development (not evaluation) so supervisors can see how they’re viewed by their team, peers, and bosses. The goal is to normalize learning and adjustment as part of the job. Frontline managers who regularly reflect on their experiences and get tips for improvement will develop much faster than those left to figure everything out alone.
  
• Embed learning into daily routines: A smart strategy is to integrate training into the flow of work rather than always pulling managers away to a classroom. This can be done by providing tools, checklists, and prompts that guide leaders on the job. For instance, a company might implement a daily team huddle routine and give supervisors a checklist of key topics to cover in a 10-minute morning meeting (safety tip, yesterday’s metrics, any shout-outs or issues). This not only creates a useful habit but also builds communication and planning skills in the supervisor through repetition. Some businesses use technology like mobile apps with bite-sized leadership tips or learning nuggets that a supervisor can read during short breaks. Others set up discussion forums or chat groups where managers can ask questions and share advice with each other in real time. By weaving learning moments into each workday, you reduce the need for long training sessions and reinforce new skills through practice. One company, for example, found that providing simple job aids – such as a standardized checklist for one-on-one meetings – greatly improved the quality of coaching conversations that its frontline managers had with employees. The motto is “little and often”: small, frequent doses of learning keep development continuous without overwhelming busy supervisors.
  
• Leverage real examples and internal best practices: Frontline leaders respond well to practical, relevant training content. Abstract leadership theories are less useful than concrete examples from the supervisors’ own work environment. Organizations should try to capture and share internal best practices. For instance, identify your top-performing team leads and document what they do differently – their routines for managing shift handovers, how they handle customer complaints, how they engage their teams. These insights can be incorporated into training for others. Some companies even involve their star frontline managers as co-facilitators or storytellers in training sessions, which adds credibility (peers learning from peers) and specificity. Additionally, using case studies or role-plays drawn from actual incidents in your workplace makes training more impactful. A scenario about resolving a quality issue on the production line, or dealing with an upset client, will resonate more if it’s familiar. This approach ensures that training is grounded in reality and supervisors can see clearly how to apply the lessons.
  
• Support from upper management: Finally, it’s important that senior leaders and HR reinforce the value of frontline leadership training. When executives champion these programs, allocate time for training, and recognize managers who improve their skills, it creates a positive cycle. One best practice is for higher-level managers to occasionally attend or speak at training sessions for new supervisors, underscoring that the company genuinely cares about their development. Also, aligning incentives can help – for example, including people-development metrics in a frontline leader’s performance goals. This signals that excelling as a team leader (not just hitting production numbers) is part of the job. When organizations set the expectation that good leadership is a priority, frontline managers are more likely to take training seriously and commit to growing their abilities.
  

Implementing these strategies does require commitment and resources, but the payoff is significant. Companies that excel at frontline leadership development often see better performance at the team level and lower turnover. They also build a pipeline of talent for higher management roles. Importantly, effective training approaches acknowledge the biggest barrier often cited: lack of time. Many frontline managers feel they have “no time” to step away for training because daily operations are so demanding. Solutions like embedding learning into the job, shorter micro-learning sessions, and coaching on the fly directly address this concern. By making training accessible and relevant, organizations can overcome the time barrier and get more of their supervisors trained without disrupting the business. In summary, a combination of formal training, experiential learning, coaching, and cultural support works best to shape raw supervisors into confident, capable leaders.

To understand the tangible benefits of investing in frontline leadership training, it helps to look at real examples. Here are two cases from companies that successfully improved their frontline leadership – and saw impressive results:

Example 1: Boosting Performance through Time Management and Delegation Training
A back-office unit at a financial services firm was struggling: managers were under constant pressure to hit daily targets, employee morale was low, and turnover was high. In analyzing the situation, the company discovered that its frontline supervisors were spending most of their time firefighting and doing front-line tasks themselves rather than truly managing their teams. These new managers had received little to no training – their development consisted of a few self-service webinars that few bothered to watch. As a result, supervisors fell back on their technical expertise to personally correct errors and hustle orders out the door, but they weren’t leading effectively. To break this cycle, the firm implemented a targeted frontline leadership training initiative focusing on time management, task delegation, and team communication. Managers were taught practical techniques to organize their day and prioritize, including pausing periodically to plan rather than constantly reacting. They learned to delegate tasks that others could handle, freeing time to coach employees and improve processes. The training also introduced a daily 15-minute team check-in meeting each morning for supervisors to clarify priorities with their staff. Additionally, some basic email management practices were put in place (like checking email in batches instead of incessantly) to reduce distractions.

The impact was quickly noticeable. Managers began regaining control of their schedules – instead of sprinting all day, they had moments to plan and support their teams. With delegation, employees gained new skills and felt more trusted, which boosted engagement. The daily team huddles improved communication and aligned everyone on the day’s goals. Over the following months, the unit’s performance improved significantly. The overall productivity increased, and the team achieved better on-time delivery and higher accuracy in their work. Employees reported feeling more supported and less stressed, and turnover rates started to drop. Clients even noticed the difference, giving feedback that service quality had become more reliable. By training its frontline supervisors in some core leadership habits, this company transformed a reactive, frazzled operation into a more proactive and efficient one.

Example 2: Driving Innovation and Engagement with Collaborative Leadership
In another case, a large industrial company set out to dramatically improve its operational performance without major capital investments. Senior leadership realized that a top-down, command-and-control culture was limiting innovation and efficiency on the front lines. Frontline managers were mostly issuing orders and enforcing procedures, and employees were simply following checklists. To unlock fresh ideas and boost productivity, the company launched an ambitious frontline leadership development program aimed at changing behaviors. Over time, they trained 6,000 line managers across 18 countries in a new, more collaborative management approach. The training emphasized key skills such as involving employees in problem-solving, coaching team members for performance, and providing timely feedback. Instead of theoretical lectures, the program addressed managers’ day-to-day routines. For example, the traditional morning production meetings were restructured: managers were trained to allocate part of the meeting to solicit input from workers on the floor, not just give directives. Supervisors received simple tools like checklists and discussion guides to help sustain these new habits. They also practiced holding one-on-one coaching conversations with employees to support development, rather than only meeting to correct mistakes. Importantly, the company built in metrics to track progress – measuring things like employee engagement, frequency of coaching conversations, and usage of the provided leadership tools. This data allowed them to see which changes were most effective and to hold managers accountable for applying the training.

The results were remarkable. Empowering frontline leaders to be more collaborative led to a surge in new ideas from employees and more agility in operations. Managers gained a clearer picture of ground-level issues and began implementing solutions suggested by their teams. Employees, in turn, felt more ownership and motivation because their voices were heard. Over time, this initiative was credited as a core part of an overall improvement program that unlocked over $1 billion in new value for the company. That value came from a combination of cost savings, efficiency gains, and innovations that increased revenue – all driven by better decisions and engagement on the front lines. Equally important, the cultural shift meant that managers and employees were working together much more effectively. The company had essentially created an internal engine for continuous improvement by training its frontline leaders to coach, collaborate, and innovate. This success story underscores that when frontline leadership development is done right, the ROI can be huge – not just financially, but in building a more resilient and high-performing organization.

These examples illustrate a common theme: investing in frontline leadership capabilities pays off. Whether the goal is to improve day-to-day execution, enhance customer service, reduce turnover, or drive innovation, the quality of supervisors and team leads is often the determining factor. By providing focused training and support, organizations can change the trajectory of their front-line teams. Supervisors who were once just task managers can become true leaders who inspire their people and contribute creative ideas to the business. The result is a win-win: employees get better managers (leading to higher engagement and satisfaction), and companies get better performance. Real-world cases like these make it clear that frontline leadership training isn’t an HR “expense” – it’s a high-impact investment in business success.

Frontline supervisors and team leads are the backbone of any organization, and developing their leadership skills should be a top priority for HR professionals and enterprise leaders alike. Training these first-level managers is not just about solving immediate team issues – it’s about laying the foundation for your company’s future success. After all, today’s frontline leaders are tomorrow’s middle managers and future executives. By equipping them early with the right skills and mindset, you are building a robust leadership pipeline from the ground up.

Organizations that excel at frontline leadership development tend to foster a culture of continuous learning and improvement. They send a clear message: leadership excellence is expected at every level, starting with those who directly manage employees. This means giving new supervisors the training they need as they step into the role, and continuing to reinforce and expand their skills over time. It also means selecting the right people for these critical roles – not just based on technical ability, but on aptitude for managing and a willingness to grow. With proper training, even a technically strong employee who lacks people skills can blossom into an effective leader.

For HR teams and business owners, the task is to design and champion programs that make frontline development engaging and relevant. Monitor the impact of these programs through metrics like turnover rates, employee engagement scores, and productivity improvements on teams with trained leaders. Celebrate the successes – for instance, when a team lead’s coaching results in a star employee’s promotion, or when a unit’s safety record improves under a new supervisor’s watch. These stories reinforce the value of training and encourage more managers to put their learning into practice.

In conclusion, frontline leadership training is one of the best investments an organization can make in its people. It transforms the daily employee experience, drives better performance on the front lines, and cultivates the next generation of leaders. By empowering supervisors and team leads with knowledge, support, and confidence, you create a positive chain reaction: employees are happier and more productive, customers receive better service, and the company thrives. In a competitive and fast-changing business environment, companies that develop strong frontline leaders will have an edge – they’ll be safer, more adaptable, and more capable of executing strategy at the ground level. For all these reasons, focusing on frontline leadership is not just an HR initiative; it’s a smart business strategy that builds resilience and success, now and for the future.

Scaling Frontline Leadership with TechClass

Frontline supervisors are the engine of organizational success, yet they are often the least supported managers in the workforce. Transitioning from a technical role to a leadership position requires a distinct shift in mindset that many are forced to navigate through trial and error. While hands-on mentorship is effective, scaling these efforts across a busy, mobile workforce often creates significant administrative and operational hurdles.

TechClass bridges this gap by delivering leadership development directly to the front line through a mobile-first platform. By utilizing ready-made modules on coaching, communication, and conflict resolution from the TechClass Training Library, organizations can launch high-impact training immediately. Our automated learning paths allow supervisors to build critical soft skills in bite-sized increments, turning daily challenges into measurable growth opportunities without disrupting production schedules.

FAQ

Why is frontline leadership training important for organizations?  

Frontline leadership training enhances team performance, communication, employee engagement, and helps build a strong leadership pipeline, directly impacting organizational success.

What are the key skills effective frontline leaders need?  

Effective frontline leaders need skills like communication, coaching, conflict resolution, time management, decision-making, emotional intelligence, and adaptability.

How can organizations develop frontline leaders effectively?  

Organizations can use structured onboarding, mentoring, on-the-job learning, continuous feedback, embedding learning in routines, and supporting from upper management.

What are common challenges faced by new frontline supervisors?  

New supervisors often struggle with lack of formal training, transitioning from individual contributor to leader, managing work environment complexity, and handling people issues.

What impact does frontline leadership development have on business outcomes?  

Investing in frontline leadership development improves team productivity, engagement, innovation, reduces turnover, and drives significant financial and operational gains.