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Enhancing transformational leadership: the roles of training and feedback

E. Kevin Kelloway (St Mary’s University, Halifax, Nova Scotia, Canada)
Julian Barling (School of Business, Queen’s University, Kingston, Ontario, Canada)
Jane Helleur (School of Business, Queen’s University, Kingston, Ontario, Canada)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 May 2000

Abstract

Investigated the effect of leadership training and counseling feedback on subordinates’ perceptions of transformational leadership. A total of 40 organizational leaders participated in a 2 (training) × 2 (feedback) design. Data from 180 subordinates showed that both training and feedback resulted in increased subordinate perceptions of leaders’ transformational leadership. Results suggest that both training and feedback are effective means of changing leadership behaviors but that the combination of training and feedback did not result in enhanced transformational leadership.

Keywords

Citation

Kevin Kelloway, E., Barling, J. and Helleur, J. (2000), "Enhancing transformational leadership: the roles of training and feedback", Leadership & Organization Development Journal, Vol. 21 No. 3, pp. 145-149. https://doi.org/10.1108/01437730010325022

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MCB UP Ltd

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