Linking Developmental Experiences To Leader Effectiveness and Promotability
Linking Developmental Experiences To Leader Effectiveness and Promotability: The Mediating Role of Leadership Self-Efficacy and Mentor Network (Scott E. Seibert, Leisa D. Sargent, Maria L. Kraimer, Kohyar Kiazad) Presented By Mai Pham
Effective Leaders Can Make or Break Organizations!
Does Investments in Development Practices and Trainings Enable Leaders To Be More Effective In Their Roles?
Previous Research Formal Developmental Training Leadership Effectiveness
Previous Research Formal Developmental Training Job Challenges
Previous Research Formal Developmental Training Job Challenges Developmental Supervision
Previous Research Formal Developmental Training Job Challenges More effective and promotable leaders? ? ? Developmental Supervision
What develops in leadership development?
The Hypothesis The manager’s exposure to the three types of developmental experiences (Formal Training, Job Challenges, and Developmental Supervision) would positively relate to the supervisor’s assessment of the manager’s leadership effectiveness in the current job role and promotability within the organization.
The Hypothesis The effect is mediated through the manager’s leadership self-efficacy and the mentor network.
The Hypothesis The effect is mediated through the manager’s leadership self-efficacy and the mentor network. Confidence in one’s “perceived capability”
The Hypothesis The effect is mediated through the manager’s leadership self-efficacy and the mentor network. Confidence in one’s “perceived capability” Social Capital
How Research Was Conducted? Australian Retail company That had 190 stores with multiple departments Clear promotion path, commitment to promote from within, and robust development programs/trainings Surveyed 235 first line managersupervisors pairs
Survey Measures For First-Line Managers “Did you participate in development activities such as a training courses to develop managerial skills in the past 12 months? ” “I was made responsible for executing a significant change, such as a new strategy, a reorganization, or a turn-around, in an organizational unit. ” Developmental Experience (Formal Training, Job Challenges, Developmental Supervision) “My manager sets high standards for his/her own behavior. ”
Survey Measures For First-Line Managers “How confident are you in your ability to do the following types of tasks: set overall direction for a project team or work unit, and motivate others to perform at their best. ” Leadership Self-Efficacy
Survey Measures For First-Line Managers “indicate (by initials) people at work you discuss important work or non-work related matters, and/or who have contributed to your professional development. ” Managers can list up to 12 people. For each network contacts listed, they were asked questions specific to mentoring support such as: Mentor Network “Does this person open doors for you, provide you with visibility, and help you gain access to opportunities that stretch you professionally? ”
Survey Measures For Supervisors Direct report’s leadership effectiveness “ This manager is effective in leading a group and/or group projects. 1 = not at all and 5 = frequently if not always. ” Direct report’s promotability “I believe this manager has what it takes to be promoted to a higher-level position. 1 = strongly disagree and 5 = strongly agree. ”
Results
Results for Hypothesis Model Formal Development Programs . 23** Leadership Self-efficacy . 22** Leadership Effectiveness Ratings . 28** Developmental Job Challenges . 69**. 23** Mentor Network Developmental Supervision = some effect, but not strong *=p <. 05 **=p <. 01 . 20* . 16* Promotability Ratings
Take Home Message Practical Advice to Human Resource Leaders: This research shows that a combination or bundle of developmental experience can have supplemental and synergistic effects. ● Provide adequate leadership training to front line managers ● Train their supervisors to engage in role modeling and coaching behavior. Hold supervisors accountable by making mentoring goals as part of senior managers’ key performance indicators. ● Create roles that are challenging for emerging managers Why this is important: Companies are likely to benefit from this kind of human resources development investment through: ● Improved leadership potential of its employees ● Greater retention of the employees ● A more effective network of senior managers and mentors throughout the organization.
Questions? Thank you!
- Slides: 33