Computer assisted training of complex managerial performance

Streufert, Siegfried; Nogami, Glenda Y.; Swezey, Robert W.; Pogash, Rosanne; Piasecki, Mary

doi:10.1016/0747-5632(88)90034-9

Cited by 27 publications

(10 citation statements)

References 2 publications

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“…While previous studies have suggested that life histories (Avolio and Gibbons, 1998;Bass, 1998), parental influence (Popper and Mayseless, 2003), and personality factors (Johnsen et al, 2006) could explain individual differences in transformational leadership skills, the present findings provide empirical evidence to suggest that even relatively time limited, but carefully designed and well timed training interventions could promote the development of certain problem-solving and systems skills (Bass and Avolio, 1994;Streufert et al, 1988). It is interesting to note that similar forms of intensive training experiences based on action learning principles (Pedler, 1997), also have been found to influence a number of outcome variables on the team level, such as leader preferences, status hierarchies, and group polarization Eid, 1990, 1994), as well as team cohesion (Bartone et al, 2002) in Navy officer cadets.…”

Section: Discussionmentioning

confidence: 65%

Growing transformational leaders: exploring the role of personality hardiness

Eid

Johnsen

Bartone

et al. 2008

Leadership &Amp; Organization Development Journal

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Purpose -The purpose of this paper is to evaluate the role of personality hardiness in facilitating change or growth in transformational leadership of Norwegian Navy cadets following a stressful military training exercise. Design/methodology/approach -Leadership styles were measured in cadets before and after an intensive leadership training exercise, and again six months later. Hardiness was measured near the end of the first academic year. Leader performance was measured with first year leader development grades.Findings -Repeated measures ANOVAS showed a sustained increase in transformational and transactional leadership following the exercise, and a decrease in the passive-avoidant styleResearch limitations/implications -This research was conducted with a relatively small group and findings may not generalize readily to other populations. Practical implications -These results suggest high hardy individuals have a greater readiness to make use of stressful training experiences as opportunities for developmental growth as leaders.Originality/value -This study is the first of its kind to explore the role of a key personality variable -hardiness -to facilitate positive benefit from a real-world training experience designed to develop better leadership capabilities. Further, it is one of few studies to identify factors contributing to the growth transformational leadership style. A strength of the study is that it was conducted in the context of a real-world leadership training activity.

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Section: Discussionmentioning

confidence: 65%

Growing transformational leaders: exploring the role of personality hardiness

Eid

Johnsen

Bartone

et al. 2008

Leadership &Amp; Organization Development Journal

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“…The present findings suggest another important possibility. It appears that even relatively time‐limited, but carefully designed and sequenced training interventions may promote the development of certain problem‐solving and systems skills that are important for transformational leadership (Bass & Avolio, 1994; Streufert, Nogami, Swezey, Pogash, & Piasecki, 1988). In the design of this type of training, the emphasis is placed on feedback when engaged in challenging situations.…”

Section: Discussionmentioning

confidence: 99%

Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training

Johnsen

Eid

Pallesen

et al. 2009

J Applied Social Pyschol

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The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets (n = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardy–commitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive‐avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.

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“…21 Merely participating in a simulation (without follow on training) would limit "take home" learning even more when the simulation involves the use and assessment of cognitive processing rather than content based skills. As Streufert et al 30 have shown, participation in the SMS in the absence of associated focused training programs does not generate performance improvement. Consequently, specific SMS based training programs were developed.…”

Section: Sms and Trainingmentioning

confidence: 97%