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Many leaders today do not rise through the ranks but are recruited directly out of graduate programs into leadership positions. We use a quasi-experiment and instrumental-variable regression to understand the link between students’ graduate school social networks and placement into leadership positions of varying levels of authority. Our data measure students’ personal characteristics and academic performance, as well as their social network information drawn from 4.5 million email correspondences among hundreds of students who were placed directly into leadership positions. After controlling for students’ personal characteristics, work experience, and academic performance, we find that students’ social networks strongly predict placement into leadership positions. For males, the higher a male student’s centrality in the school-wide network, the higher his leadership-job placement will be. Men with network centrality in the top quartile have an expected job placement level that is 1.5 times greater than men in the bottom quartile of centrality. While centrality also predicts women’s placement, high-placing women students have one thing more: an inner circle of predominantly female contacts who are connected to many nonoverlapping third-party contacts. Women with a network centrality in the top quartile and a female-dominated inner circle have an expected job placement level that is 2.5 times greater than women with low centrality and a male-dominated inner circle. Women who have networks that resemble those of high-placing men are low-placing, despite having leadership qualifications comparable to high-placing women.

Psychosocial working conditions attract more and more attention when it comes to mental health in the workplace. Trying to support managers to deal with their own as well as their employees’ psychological risk factors, we conducted a specific manager training. Within this investigation, we wanted to learn about the training’s effects and acceptance. A single-day manager training was provided in a large industrial company in Germany. The participants were asked to fill out questionnaires regarding their own physical and mental health condition as well as their working situation. Questionnaires were distributed at baseline, 3-month, and 12-month follow-up. At this point of time the investigation is still ongoing. The current article focuses on short-term preliminary effects. Analyses only included participants that already completed baseline and three months follow-up. Preliminary results from three-month follow-up survey (n = 33, nmale = 30, Mage = 47.5) indicated positive changes in the manager’s mental health condition measured by the Patient Health Questionnaire for depression (PHQ-9: Mt1 = 3.82, Mt2 = 3.15). Training managers about common mental disorders and risk factors at the workplace within a single-day workshop seems to promote positive effects on their own mental health. Especially working with the managers on their own early stress symptoms might have been an important element.

Mental health problems have become one of the most common causes of incapacity for work, and engender high costs to society. Especially managerial behavior was found to have a great impact on employees’ well-being. In order to support those in leading positions in dealing with their own, as well as their employees’, psychological stress factors, we conducted a specific manager training. At the same time, we wanted to find out about the training’s short- and long-term effects. Participants were asked to give information about their knowledge and attitudes concerning mental health (Mental Health Knowledge Schedule, Social Distance Scale), as well as to comment on their own health condition (12-Item Short Form Health Survey, Patient Health Questionnaire) and working situation (Effort–Reward Inventory, Irritation Scale). Data were collected at baseline, as well as 3 and 12 months after the training. Results show long-term improvements in knowledge and attitudes measured by the Mental Health Knowledge Schedule (MAKS: Mt1 = 22.88, Mt2 = 23.79, Mt3 = 23.79, p = 0.005) but not in the Social Distance Scale (SoDi: Mt1 = 0.96, Mt2 = 0.85, Mt3 = 0.84, p = 0.165). Over the period of time observed, no changes were found regarding health- or work-related instruments. Due to the uncontrolled design of the study, further research is needed to determine the exact effectiveness.

PurposeTo examine the effectiveness of an intervention in the workplace designed to reduce job insecurity among employees affected by organizational change.MethodsSupervisors were randomly allocated to an intervention (IG) or waiting-list-control group (CG) and the intervention was administered over a period of 3 months, comprising six group sessions. N = 103 supervisors and their team members (mean age 41.80 ± 9.60 years, 60.19% male) provided data prior to (t0) and 3 months post-intervention (t1) by means of questionnaires and hair samples. Job insecurity (COPSOQ), mental health (HADS) and somatic health (GBB, hair cortisol concentration) were measured.ResultsJob insecurity was reduced to a marginally significant degree in the IG compared to the CG at t1 (B = − 5.78, p = .06, CI [− 11.73, 0.17]). Differential effects for supervisors and team members were not found. No effects on health could be observed overall in the IG, but supervisors in the IG reported a significant decrease in exhaustion tendency (B = − 0.92, p = 0.01, CI [− 1.64, − 0.20]) and a non-significant trend towards higher levels of anxiety (B = 2.98, p = 0.10, CI [− 0.57, 6.54]) compared to team members.ConclusionsThis is the first study to provide some evidence for the effectiveness of an intervention that aimed at reducing job insecurity during organizational change. Health-related effects were observed in supervisors but not in team members. Further intervention studies are needed to add to the current knowledge base.

Executive training is an important part of leadership development, but little is known about interpersonal conflicts that can occur in leadership training. We conducted a qualitative (N = 85) and quantitative (N = 214) study to explore this new research field. With the help of these studies, we aim to identify typical interpersonal conflict types during executive training as well as their antecedents and consequences. The results of Study 1 show that the classic trichotomy of interpersonal conflicts should be extended for executive training. Besides task and process conflicts, two types of relationship conflicts occur in executive training: personal conflicts and status conflicts. Study 2 identified perceived subgroups as an antecedent and learning success as a consequence of interpersonal conflicts in executive training. While training-related task conflicts had a positive effect on learning success, relationship conflicts had a negative effect.

What will be the cutting-edge training technologies for expatriate managers and their families in the next 10 years? A variety of approaches to the development of expatriates have been developed and new, innovative programs are currently on the drawing boards. Both current and future developments are discussed in this article. Three areas that are emerging for HR managers who work in the international HR area are: 1. in-country, real-time training, 2. global mindset training, and 3. CD-ROM/Internet-based training.

An action training program that teaches inspirational communication of a vision as part of a training of charismatic leadership for managers is presented (1½ days) and evaluated in 2 studies (N= 25 and N= 22). We used the research design “nonequivalent dependent variable design” (Cook & Campbell, 1979, p, 118) or “internal referencing strategy” (Haccoun & Hamtieux, 1994), which compared the trained behaviors (charismatic inspirational communication) with behaviors that were not trained (public speech) to control for testing and Hawthorne effects. The training had specific positive effects on those behaviors that were trained but not on those variables that were not trained. Good to excellent effect sizes appeared as a result of the training. We suggest that this research design is useful for evaluation of training effects within the constraints of commercial settings and, moreover, we argue that this design is in many ways superior to a nonequivalent nontraining control group design because it controls for testing effects and for effects that otherwise would need a pseudo‐training control group.

Evaluators of human resources development programs rarely find conditions that allow them to realize a clean pretest-posttest-follow-up-design. This article describes solutions for ensuring methodological standards using a sample case study of managerial training in the pharma industry. Four essential requirements are specified: 1) definition of control groups, 2) transfer of training, 3) baseline measurement, and 4) sustainability of training effects. Following Kirkpatrick, the complex managerial training was evaluated on the four levels of reaction of participants (acceptance of the training), learning (participants' leadership skills), behaviour (transfer of skills in managing a real project), and results (corporate benefit) using a mixed-methods evaluation design. After three years, a follow-up measurement investigated the career of former participants and found sustained positive effects of the managerial training. [PUBLICATION ABSTRACT]

Der Band befasst sich mit Stand und Perspektiven von Fachkräften der Gesundheitswirtschaft in Berlin-Brandenburg, neuen Berufsbildern und Ausbildungsgängen und der Entwicklung und Einführung neuer Gesundheitsstudiengänge. (IAB) Inhaltsverzeichnis: I. Stand und Perspektive von Fachkräften in Berlin-Brandenburg Marion Hass, Stefanie Richter: Zur Fachkräftesituation in der Gesundheitswirtschaft in Berlin-Brandenburg. Eine Feldstudie der IHK; Stephan Padberg, Thomas Winschuh: Entwicklungstrends in der Berliner Gesundheitswirtschaft und ihre Folgen für Organisations- und Personalentwicklung; Anja Walter, Carsten Kampe, Markus Höhne: Branchenspezifische Fachkräftebedarfsanalysen als Instrument einer gestaltenden Arbeitsmarktpolitik in Berlin-Brandenburg am Beispiel der Gesundheitswirtschaft; Igor Koscak, Dennis Alexander Ostwald, Anja Ranscht: Methodische Überlegungen zur Realisierung eines Fachkräftemonitorings für die Gesundheitswirtschaft; II. Neue Berufsbilder und Ausbildungsgänge Tobias Funk: Gesundheit ist mehr - Berufsausbildungen im Bereich der Gesundheitswirtschaft; Lukas Schmid, Olaf Schenk, Jochen Sieper, Parwis Fotuhi: Entwicklungsoptionen im Bereich Pflege am Beispiel der Modularen Weiterbildung der HELIOS Kliniken; Neeltje van den Berg, Claudia Meinke, Adina Dreier, Wolfgang Hoffmann: Das Konzept AGnES. Unterstützung von Hausärzten in ländlichen Regionen; Karl Hartmann, Gunter Frenzel: Der Campus Berlin-Buch - Neue Wege der Aus- und Weiterbildung in der Gesundheitswirtschaft; III. Entwicklung und Einführung neuer Gesundheitsstudiengänge Karin Gavin-Kramer: Studium Gesundheit in Berlin und Brandenburg. Wie ein transdisziplinärer Führer entstehen kann; Georg Duda, Sabine Bartosch: Interdisziplinäre Graduiertenschule für Regenerative Therapien in Berlin-Brandenburg. Von der Grundlagenforschung zu neuen Behandlungsmethoden; Eva-Maria Neumann: Innovations- und Steuerfähigkeit im demografischen Wandel: Gerontologische Leitungsqualifikation für Gesundheits- und Sozialberufe durch den Masterstudiengang Gerontologie an der Fachschule Lausitz; Karsten Schulz: Kommunikation im Zentrum der Managementausbildung: Der MBA in Health Communication Management an der FHTW Berlin.