Leadership training has led to a large amount of research due to the belief that such training can lead to (or more precisely cause) positive changes in followers’ behavior and work performance. This chapter describes some of the conditions necessary for research to show a causal relationship between leadership training and outcomes. It then describes different research designs, employed in leadership training research, and considers the types of problems that can affect inferences about causality. The chapter focuses on the role of randomization of leaders (e.g., into training vs. non-training conditions) as a key methodological procedure and alludes to problems of achieving this in field settings.
Martin, R., Epitropaki, O. and O’Broin, L. (2017), "Methodological Issues in Leadership Training Research: In Pursuit of Causality", Galavan, R., Sund, K. and Hodgkinson, G. (Ed.) Methodological Challenges and Advances in Managerial and Organizational Cognition (New Horizons in Managerial and Organizational Cognition, Vol. 2), Emerald Publishing Limited, pp. 73-94. https://doi.org/10.1108/S2397-52102017004Download as .RIS
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