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Leadership behavior changes following a theory-based leadership development intervention: a longitudinal study of subordinates’ and leaders’ evaluations
Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.ORCID iD: 0000-0001-8274-6065
Karolinska Institutet.
Karolinska Institutet.
Norges teknisk-naturvitenskapelige universitet, Norge.
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2017 (English)In: Scandinavian Journal of Psychology, ISSN 0036-5564, E-ISSN 1467-9450, Vol. 58, no 1, 62-68 p.Article in journal (Refereed) Published
Abstract [en]

The aim was to evaluate effects of leadership courses based on the developmental leadership model at the leadership behavioral level. A longitudinal design was employed with assessments before, one and six months after the leadership courses. The sample consisted of 59 leaders who made self-ratings and were rated by at least three subordinates on each occasion. Leadership behaviors were measured with the Developmental Leadership Questionnaire (DLQ). A limited increase of favorable leadership behaviors and a significant reduction of unfavorable leadership behaviors were found, particularly according to the subordinates’ ratings. A cluster analysis yielded three meaningful leader profiles and showed that this pattern was found in all three profiles, irrespective of how favorably they were rated before the onset of the intervention.

Place, publisher, year, edition, pages
2017. Vol. 58, no 1, 62-68 p.
National Category
Psychology
Research subject
Ledarskap under påfrestande förhållanden
Identifiers
URN: urn:nbn:se:fhs:diva-6503DOI: 10.1111/sjop.12337OAI: oai:DiVA.org:fhs-6503DiVA: diva2:1064223
Available from: 2017-01-12 Created: 2017-01-12 Last updated: 2017-01-16Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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