The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.
The effectiveness of managerial leadership development programs: A meta‐analysis of studies from 1982 to 2001
Abstract
Eighty‐three studies from 1982 to 2001 with formal training interventions were integrated via meta‐analytic techniques to determine the effectiveness of interventions in their enhancement of performance, knowledge, and expertise at the individual, team or group, or organizational level. The studies were separated by research design, with the outcome measure of the intervention as the unit of analysis. The effect size for knowledge outcomes ranged from .96 to 1.37; expertise outcomes from .35 to 1.01; and system outcomes averaged .39. Interventions with knowledge outcomes were found to be more effective than in the Burke and Day (1986) meta‐analysis, with the most effective interventions using a single group pretest‐posttest research design. Methodological and conceptual differences in Burke and Day's meta‐analysis on the effectiveness of managerial training make historical comparisons risky. The data suggest that practitioners can attain substantial improvements in both knowledge and skills if sufficient front‐end analysis is conducted to assure that the right development is offered to the right leaders.
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IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002) · Academy of Management Journal · doi:10.2307/3069307 · Cited by 1,906
The fidelity‐adaptation debate: Implications for the implementation of public sector social programs
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Cited by
Estimating effect sizes from pretest-posttest-control group designs
Morris, S. B. (2008) · Organizational Research Methods · doi:10.1177/1094428106291059 · Cited by 2,133
Martin, B. C., McNally, J. J., & Kay, M. J. (2013) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2012.03.002 · Cited by 1,565
“We compared these results to those found in meta-analyses examining management training in general (e.g., Burke & Day, 1986; Morrow, Jarrett, & Rupinski, 1997; Collins & Holton, 2004), which showed medium effect sizes.”
ResultBenefits of Training and Development for Individuals and Teams, Organizations, and Society
Aguinis, H., & Kraiger, K. (2009) · Annual Review of Psychology · doi:10.1146/annurev.psych.60.110707.163505 · Cited by 1,453
The Science of Training and Development in Organizations: What Matters in Practice
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012) · Psychological Science in the Public Interest · doi:10.1177/1529100612436661 · Cited by 1,104
Enhancing the Effectiveness of Team Science
(2015) · National Academies Press eBooks · doi:10.17226/19007 · Cited by 620
Metadata
- Authors
- Collins, D. B., & Holton, E. F.
- Venue
- Human Resource Development Quarterly
- Publisher
- Wiley
- Published
- 2004-06
- Volume
- 15
- Issue
- 2
- Pages
- 217-248
- ISSN
- 1044-8004 (ISSN-L)
- 1532-1096
- OpenAlex
- W2059828393
- Cited by
- 505
- References
- 6
- FWCI
- 12.86
- Type
- journal article
- Language
- en
- Open access
- closed
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