Although I've finished only 2 of my grad classes so far, I know one thing is certain. There is a gaping hole in the curriculum for MBA and other leadership programs -- not a single program, unless one is specifically studying education, HR, or OD (and the like), addresses anything about what it means to analyze employee and business performance tie it to learning and other development initiatives. Imagine how much easier it would be to communicate with stakeholders if part of their precious pieces of paper (aka Masters and PhDs) included having to learn about what we are constantly trying to educate them about years after its really too late to teach an old dog new tricks. Not a single person in my current class understands anything about performance factors, and yet they are going to be leaders... how does one lead without understanding what impacts someone's performance?
I feel your frustration. I'm also in a grad program and have found a great deal of sanity in sharing similar experiences with my classmates. I do have a thought regarding your question: how does one lead without understanding what impact someone's performance. Most people in leadership roles are not looking to the performance of the organization as whole. They are seeing only parts - in particular the part he/she is responsible for. There is little effort put into understanding how an organization's interactions move the business forward - much like a machine. If the leaders continue to view this as a parts shop - where all parts are replaceable and interchangeable, they never will understand the performance impact. It's only when they accept the interdependencies of the departments/functions/etc. that they become "true leaders!"
If you can sell that to the powers that be, you'll definitely have made a HUGE step forward on changing the culture. I keep hoping to do the same but I've a soft spot for optimism!