THE EFFECTS OF SUPERLEADERSHIP TRAINING ON LEADER BEHAVIOR, SUBORDINATE SELF-LEADERSHIP BEHAVIOR, AND SUBORDINATE CITIZENSHIP
THE EFFECTS OF SUPERLEADERSHIP TRAINING ON LEADER BEHAVIOR, SUBORDINATE SELF-LEADERSHIP BEHAVIOR, AND SUBORDINATE CITIZENSHIP
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Date
1993
Authors
Cox, Jonathan F.
Advisor
Sims, Henry P.
Citation
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Abstract
A field experiment was conducted to assess the
effects of SuperLeadership training on trainee leadership
behavior, subordinate self-leadership behavior, and subordinate citizenship. The experiment involved
approximately 70 focal training participants and 500
subordinates. Participants were assigned to two
conditions: a) a training condition, in which
participants received training immediately after baseline
questionnaire data were collected; and b) a comparison
condition, where participants did not receive training
until after a second set of data had been collected to
assess change. The lag between the first and second
rounds of data collection was 10-weeks.
Although data analysis confirmed the psychometric
adequacy of the research questionnaires, the broad finding
of the study was that the leadership behavior of
participants in the training group did not change as a
result of the training. Subordinate, self-leadership behavior and citizenship also did not appear to change as a result of the training. However, supervisors of the
participants reported increased performance of the
trainees as a result of the training. This suggested that
supervisors may have seen early evidence of positive
change as a result of the training.
Subsequent investigation determined that although
the training was perceived as effective by the
participants, reductions-in-force in the host organization
were perceived as inhibiting participants' ability to
apply the training. Speculation concerning the apparent
lack of change explored aspects of the experiment itself,
the training, and the transfer setting in the host
organization.