Do Leadership Training and Development Make a Difference in the Public Sector? A Panel Study

Dados Bibliográficos

ID6366181
AutoresBrett Seidle (Naval Surface Warfare Center), Sergio Fernandez (0009-0006-2385-6743, Indiana University Bloomington), James L Perry (0000-0003-0137-7208, Indiana University Bloomington)
Ano2016
Volume76
Fascículo4
Páginas603-613
Data de publicação2016-02-29
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoPublic Administration Review (JOURNAL)
Identificadores do periódicoISSN: 0033-3352 • E-ISSN: 1540-6210
EditoraWiley (PUBLISHER • GB)
DOI10.1111/puar.12531
OpenAlexW2282895756
IdiomaEN
Citações recebidas32
Referências citadas57

Although significant progress has been made in developing leadership theory and understanding the traits, skills, behaviors, and styles that make a good leader, progress in bridging the gap between theory and practice using models of leadership training and development has been slow. This research attempts to answer the question of whether leadership training and development programs in the public sector improve leader and organizational performance. The findings indicate that a combination of coaching, classroom instruction, feedback, and experiential training has a significant impact on leader performance. In addition, organizational effectiveness improves for organizations whose leaders received the intervention. This article enhances our understanding of the impact that training and development can have on leader and organizational outcomes

Bridging (networking · Coaching · Economics · Experiential learning · Leader development · Leadership development · Leadership style · Management · Neuroleadership · Organizational performance · Pedagogy · Political science · Public relations · Public sector · Shared leadership · Training (meteorology · Training and Development · Coaching Methods and Impact · Computer Science · Higher Education Research Studies · Organizational Learning and Leadership · Psychology · Social Psychology