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Integrating a transfer perspective into evaluations of leadership training
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.
Journal Article
The case of the missing cutlery : a leadership course for the rising star
\"Kevin Allen, author of the Wall Street Journal best-selling The Hidden Agenda: A Proven Way to Win Business and Create a Following, is back, with a fabulously entertaining (and true) tale of a newly minted leader made buoyant during The Case of the Missing Cutlery: A Leadership Course for the Rising Star. As a young manager at an airline catering facility, Kevin had to find out why silverware was disappearing at a rapid clip. The route to solving this mystery of The Case of the Missing Cutlery results in Kevin learning to rise to the occasion, to become a leader who inspires followers and is able to rely on their hard work and support. For those who might find reading about leadership success at the Fortune 50 level inspiring but too far removed from their experience, the author offers up this down-to-earth story of an everyday employee turned rising star. The Case of the Missing Cutlery also provides exercises and further examples to bring the leadership messages home. [This edition contains content previously published as The Buoyant Leader.]\"-- Provided by publisher.
Book
Effects of a Mindfulness-Based Leadership Training on Leadership Behaviors and Effectiveness
Objectives
Organizations increasingly integrate mindfulness elements into their leadership development. However, there is limited evidence supporting the efficacy of mindfulness-based leadership training (MBLT) due to a scarcity of intervention studies. Theoretically, little is known about mediating mechanisms through which MBLT might affect leadership effectiveness. Thus, this research examined whether MBLT can improve leadership effectiveness and whether leadership behaviors mediated this effect.
Methods
We conducted a quasi-experimental study conducted in a real‐world setting with an active control condition. Sixty leaders from various industries participated in either a 2‐day intensive MBLT workshop followed by three individual coaching sessions over 3 months, or a presentation skills training with the same structure. Ninety individuals (subordinates, peers, supervisors) provided ratings of leadership behaviors and effectiveness.
Results
Compared to the active control condition, the MBLT led to an increase in leadership effectiveness as well as transformational, authentic, and contingent reward leadership behaviors and a decrease in behaviors that are indicative of avoiding responsibilities and decisions. The former three leadership behaviours mediated the intervention’s effect on leadership effectiveness in simple mediation analyses. However, in a multiple mediation analysis, only transformational and authentic leadership were significant mediators, suggesting they were involved in the main mediating mechanisms of the effect.
Conclusions
The results provided evidence for the efficacy of an MBLT in enhancing leadership effectiveness through its effects on leadership behaviors. This study contributes to the existing body of knowledge on leadership development, mindful leadership, and mindfulness in the workplace.
Preregistrations
This study was not preregistered.
Journal Article
Signature pedagogies in educational leadership preparation: university academics’ practices and reflections from Türkiye
This article explores the signature pedagogies enacted by university academics in Türkiye’s Non-Thesis Educational Administration Master’s (NTEA-M) programmes, which are designed to prepare effective school leaders. Using a qualitative, phenomenological design, data were collected from 12 academics across 10 universities specialising in educational leadership. The findings reveal a range of pedagogical strategies grounded in situational, transformational and instructional leadership theories, alongside an emphasis on critical skills such as communication, problem-solving and collaboration. Ethical values, including responsibility, justice, honesty and transparency, emerged as central to the formation of leadership. The study highlights ongoing tensions between theory and practice, and it proposes actionable recommendations such as strengthening school–university partnerships and embedding field-based learning. By foregrounding the lived pedagogical choices and situations, this study contributes to the signature pedagogy literature from within Türkiye’s distinctive policy and educational context.
Journal Article
Academics’ Leadership Styles and Their Motivation to Participate in a Leadership Training Program in the Digital Era
Previous studies have demonstrated the significance of leadership training for the professional growth of academics. In the Digital Era, where technological advancements and new learning environments are transforming leadership development, this study seeks to explore whether and how academics’ leadership styles influence their motivation to participate in a leadership training program. Based on survey data from 761 participants directly involved in a leadership development project, this study adopted a path model analysis method and provides novel empirical evidence on whether participants’ leadership styles influence their motivation to participate in leadership training programs. By examining this relationship in the context of the Digital Era, where digital tools and virtual platforms play a significant role, the study sheds light on how leadership approaches drive individuals’ motivation for further development—an aspect that has been underexplored in the past. Focusing on participants from a leadership development project, the study offers practical insights into how different leadership styles may impact engagement and interest in leadership training, particularly in digital and hybrid learning settings. This could help organizations tailor their leadership programs to better address the diverse needs of participants with varying leadership orientations in a digitally connected world.
Journal Article
MCH Leadership Training Program: An Innovative Application of an Implementation Science Framework
IntroductionMCH training programs in schools of public health provide specialized training to develop culturally competent and skilled MCH leaders who will play key roles in public health infrastructure. Previous literature has reported on the effectiveness of MCH training programs (e.g., number of trainees, improvement in knowledge/skills); less attention has been devoted to understanding factors influencing program implementation during times of rapid change, while considering internal and external contexts (e.g., global pandemic, social unrest, uncertainty of funding, mental health issues, and other crises).PurposeThis article describes a graduate-level MCH leadership training program and illustrates how an implementation science framework can inform the identification of determinants and lessons learned during one year of implementation of a multi-year program.AssessmentFindings reveal how CFIR can be applicable to a MCH training program and highlight how constructs across domains can interact and represent determinants that serve as both a barrier and facilitator. Key lessons learned included the value of accountability, flexibility, learner-centeredness, and partnerships.ConclusionFindings may apply to other programs and settings and could advance innovative training efforts that necessitate attention to the multi-level stakeholder needs (e.g., student, program, institution, community, and local/regional/national levels). Applying CFIR could be useful when interpreting process and outcome evaluation data and transferring findings and lessons learned to other organizations and settings. Integrating implementation science specifically into MCH training programs could contribute to the rigor, adaptability, and dissemination efforts that are critical when learning and sharing best practices to expand leadership capacity efforts that aim to eliminate MCH disparities across systems.SignificanceA skilled MCH workforce is essential for an effective public health system to address health disparities and achieve health equity. Preparing MCH professionals to respond to pandemics, disasters, unrest, disparities, and other complex socio-political situations requires training that promotes lifelong learning, commitment, collaboration, and action. However, determinants impacting MCH leadership training program implementation remain unknown. This article illustrates how integrating an implementation science framework could inform development, implementation and evaluation activities. Such application could contribute to improving the rigor, transferability, adaptability, and dissemination efforts during challenging times. Rapid systematic, comprehensive, and timely responses to programmatic challenges are critical for learning, adapting, and sharing best practices to expand MCH leadership training capacity efforts.
Journal Article