Abstract
PurposeIn previous studies, outcomes of leadership training have varied, with some studies suggesting large effects and others small. Although the transfer of training literature suggests a number of factors that influence training outcomes, this knowledge has seldom been used when evaluating the outcomes of leadership training. The purpose of the present study is therefore to examine how factors related to transfer of training influence outcomes of leadership training.Design/methodology/approachIn the present research, follower-rated outcomes of a leadership training program in Denmark (N = 298) was examined from a transfer of training perspective.FindingsUsing Baldwin and Ford's transfer of training model as a framework, analyses revealed that leaders' utility reactions (i.e. perception of usefulness) and learning were linked to transfer of training. In addition, leaders' perceptions of transfer were associated with post-intervention follower-rated transformational leadership and collective self-efficacy.Practical implicationsMaking sure that leaders find the training useful for their everyday activities (i.e. positive utility reactions) and that they have time to learn the training content is important to enable transfer and for leaders to use trained skills back at work.Originality/valueThe findings indicate the importance of understanding how leaders' perception of training content influences leadership training outcomes and that these perceptions need to be a part of the evaluation of leadership training. In addition, the findings suggest that factors predicting transfer of leadership training differ from other types of training.
Highlights
The findings indicate the importance of understanding how leaders’ perception of training content influences leadership training outcomes and that these perceptions need to be a part of the
These results showed that without considering within-intervention group variability in reports of utility reactions, learning and support, it would have been reasonable to conclude that the training had mixed and modest effects
Our study shows that Baldwin and Ford’s (1988) transfer model may be useful for understanding transfer of leadership training, our findings imply that the transfer process of leadership training may be different than other types of training
Summary
The findings indicate the importance of understanding how leaders’ perception of training content influences leadership training outcomes and that these perceptions need to be a part of the. The findings suggest that factors predicting transfer of leadership training differ from other types of training. Recent studies suggest that leadership training has a positive impact on leadership behaviors and performance across a wide range of theories, outcomes, leadership levels and organization types. The range of effects has been found to be inconsistent, which calls for more research on factors that might explain when and why leadership training is effective (Avolio et al, 2009)
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