Commander's Handbook for Unit Leader Development

Aude, Steve; Keller-Glaze, Heidi; Riley, Ryan; Fallesen, Jon J.

doi:10.21236/ada492849

Cited by 2 publications

(1 citation statement)

References 29 publications

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“…Riley et al (2009) recommended establishing more accountability and including results of unit level assessment and action plans in the Quarterly Training Brief (QTB). This suggestion stemmed from work by Aude, Keller-Glaze, Riley, and Fallesen (2007) who advocated establishing leader accountability by assessment and evaluation and suggesting that installation and units be provided with "organization/unit level assessment toolkits" for the purposes of assessing leader development. The assessment results would become part of the QTB and also provide a systematic method of processing assessment findings and creating an action plan to sustain and improve leader development practices, systems, and programs.…”

Section: Systems-level Solutionsmentioning

confidence: 99%

Antecedents and Consequences of Toxic Leadership in the U. S. Army: A Two Year Review and Recommended Solutions

Steele¹

2011

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Section: Systems-level Solutionsmentioning

confidence: 99%

Antecedents and Consequences of Toxic Leadership in the U. S. Army: A Two Year Review and Recommended Solutions

Steele¹

2011

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An outcomes evaluation of a leadership development initiative

Packard

Jones

2015

Journal of Management Development

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -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.Leadership development and, more specifically, leadership development evaluation, have received increasing attention in recent years. The research reported here contributes to this growing literature by demonstrating the use of evaluation methods which are not yet common in leadership development programs and which offer promise for advancing knowledge in this area.The first purpose of t...

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Commander's Handbook for Unit Leader Development

Cited by 2 publications

References 29 publications

Antecedents and Consequences of Toxic Leadership in the U. S. Army: A Two Year Review and Recommended Solutions

Antecedents and Consequences of Toxic Leadership in the U. S. Army: A Two Year Review and Recommended Solutions

An outcomes evaluation of a leadership development initiative

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