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  • 1.
    Tafvelin, Susanne
    et al.
    Umeå University, Faculty of Social Sciences, Department of Psychology. Karolinska Institutet, Stockholm, Sweden.
    Hasson, Henna
    Holmström, Stefan
    Umeå University, Faculty of Social Sciences, Department of Psychology.
    Schwarz, Ulrica von Thiele
    Are Formal Leaders the Only Ones Benefitting From Leadership Training?: A Shared Leadership Perspective2019In: Journal of leadership & organizational studies, ISSN 1548-0518, E-ISSN 1939-7089, Vol. 26, no 1, p. 32-43Article in journal (Refereed)
    Abstract [en]

    Leadership training most often involves training of formal leaders, and little is known about the potential benefits of leadership training for other members of an organization. Using theories of shared leadership, the current study examined outcomes of transformational leadership training that targets both formal and informal leaders (i.e., both vertical and shared leadership). The training was set in a Swedish paper pulp factory and involved formal and informal leaders participating in 20 days of training over a period of 16 months. Based on employee survey data collected both pre- and postintervention our analyses revealed that both formal and informal leaders significantly improved their transformational leadership behaviors. Interestingly, the improvement in transformational leadership behaviors of formal and informal leaders tended to predict employee efficiency and well-being in different ways. Improvements in formal leaders' transformational leadership were related to employee well-being, while informal leaders' increases in transformational leadership were associated with efficiency. The results point toward the benefit of a shared leadership perspective on leadership training and indicate that improvements in transformational leadership may affect employees differently depending on who in the organization displays them.

  • 2.
    Tafvelin, Susanne
    et al.
    Umeå University, Faculty of Social Sciences, Department of Psychology.
    Stenling, Andreas
    Umeå University, Faculty of Social Sciences, Department of Psychology.
    A Self-Determination Theory Perspective on Transfer of Leadership Training: The Role of Leader Motivation2021In: Journal of leadership & organizational studies, ISSN 1548-0518, E-ISSN 1939-7089, Vol. 28, no 1, p. 60-75Article in journal (Refereed)
    Abstract [en]

    The purpose of the present research was to investigate how leaders' different types of pretraining motivation may influence transfer of leadership training. Drawing on self-determination theory, we examined the role of autonomous and controlled motivation for short- and long-term transfer in terms of employee-rated improvements of leaders' need support. Data were collected in conjunction with a leadership training program that was aimed at increasing need support among municipality leaders (n= 20 leaders and theirn= 323 employees), and surveys were sent to leaders and employees before training, posttraining, and 4 months after training. Bayesian multilevel modeling suggests that autonomous (Estimate = 0.17, 95% confidence interval [CI: 0.030, 0.329]) and controlled (Estimate = 0.08, 95% CI [0.013, 0.150]) premotivation among leaders are related to short-term improvements in need support. Although neither type of motivation had a credible long-term effect on transfer 4 months after the training, the 95% credibility interval indicate that the effect of autonomous motivation (Estimate = 0.13, 95% CI [-0.004, 0.269]) most likely is positive. Our study demonstrates the usefulness of using a theory-based multidimensional perspective on predictors of training transfer and on adding a temporal perceptive on their effects. Our study also points toward the importance of not only fostering autonomous motivation at work but recognizing the potential in controlled motivation.

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