Do a Google search on“Leadership Training,”and you'll find over 100 million results – academic programs,management training series, white papers, leadership “gurus,”articles, resources and more. Those of us in the leadership spaceare inundated with new-fangled approaches to understandingleadership, and teaching and training leaders today.

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Through working with emerging women leaders at Fortune 500companies and in academia and non-profits, I've formulated my ownviews about what goes into the making of a truly great leader – onewho is capable of articulating a powerful, positive and compellingvision for organizational and individual growth, and who cangenerate the trust and support needed to execute on thisvision.

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To learn more about the best of the best in leadership trainingtoday, I was excited to catch up with Ray Carvey, Executive VicePresident of Corporate Learning at Harvard BusinessPublishing. Harvard Business Publishing Corporate Learningdivision partners with clients to create world-class leadershipdevelopment solutions for managers at all levels in globalorganizations and governments.

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I asked Ray all about what top-level leadership trainingdoes now that it didn't 10 years ago:

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Kathy Caprino: What lessons have you andHarvard Business Publishing learned recently about employeetraining that you didn't know before?

Ray Carvey: We've learned that there areseveral key dimensions of leadership training that must be presentin all the programs we deliver, if we're to help organizationsthrive and succeed in today's environments. These key dimensionsare:

Developing a leadership mindset.

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To evolve as leaders, managers have to internalize the idea thatleadership is fundamentally different from managing tasks. Being agreat leader means both managing tasks and functions well, but alsounderstanding how to behave and “show up” as a leader. It can behard to grasp for some, but it can be learned.

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There's a big difference between a learning organizationand a training organization.

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It surprises me how many training programs exist in a vacuum.They might focus on training on specific skills liketime-management, budgeting and coaching, for example, but theyincorporate very little business context into the design of theirprograms, and they measure metrics such as “usage,” rather thanreal business impact. Top-level training organizations move beyondabstract learning to understand how to align what they're doingwith key business objectives.

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Our clients who really do this well speak in business terms, notin training lingo. For them, learning and development initiativesstart out with what the business is trying to achieve. Somebusiness goals we've helped clients achieve are building strongercapabilities for innovation, improving client/supplier relations inhigh-growth emerging markets, or shifting what has been asingle-country headquarters mindset to a global one.

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If content is king, then context is queen. Learn more from Forbes' Kathy Caprino's complete interview with RayCarvey.