Purpose– The purpose of this paper is to report the impact of a leadership development initiative in eight organizations and to demonstrate the use of promising evaluation methods. Design/methodology/approach– This study used multiple methods including surveys with quantitative and qualitative data from participants and their supervisors. Findings– Program participants and their supervisors reported improved on-the-job performance of participants. There were statistically significant increases in participant self-efficacy over time. Research limitations/implications– In this time series design, some changes may be due to factors besides the program. Limitations in self-report data, common in studies such as this, were partially mediated by the use of supervisor ratings. Future research could include more objective measures of performance. Practical implications– Because this evaluation reported on-the-job performance improvements for participants in a leadership development program, other organizations can adapt the program model and expect similar performance improvements. This study also advances leadership development evaluation methods by addressing on-the-job performance to a much greater extent than in past studies. Social implications– This study of a program training leaders in human service organizations can help similar organizations better train their leaders with expectations of improving the quality of life for clients such as families experiencing poverty, unemployment, and child abuse or neglect. Originality/value– This evaluation makes a unique contribution in terms of measurement of on-the-job performance of program participants in a time series design which includes ratings of supervisors and self-ratings, benefiting organizations designing such programs and evaluations of them.
Journal of Management Development – Emerald Publishing
Published: Mar 2, 2015
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