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Effects of transformational leadership training on attitudinal and financial outcomes: a field experiment

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CONTRIBUTORS:
  Author Barling, Julian (b. 1955, d. ----)
  Author Weber, Tom
  Author Kelloway, E. Kevin
JOURNAL:
  Journal of Applied Psychology [JAP], 81(??), 827 - 32.
YEAR: 1996
PUB TYPE: Journal Article
SUBJECT(S): Leadership-training; Organizational-commitment; Performance-evaluation
DISCIPLINE: No discipline assigned
HTTP:
LANGUAGE: English
PUB ID: 103-361-318 (Last edited on 2012/11/29 23:21:06 US/Mountain)
SPONSOR(S):
 
ABSTRACT:
A pretest-posttest control-group design (N = 20) was used to assess the effects of transformational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 individual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects on subordinates' perceptions of leaders' transformational leadership, subordinates' own organizational commitment, and 2 aspects of branch-level financial performance.
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