Seeing eye to eye: can leadership training align perceptions of leadership?
Jensen, Ulrich Thy
Bro, Louise Ladegaard
Andersen, Lotte Bøgh
Meier, Kenneth J.
Salomonsen, Heidi Houlberg
AffiliationUniv Arizona, Sch Govt & Publ Policy
MetadataShow full item record
PublisherROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
CitationSeung-Ho An, Ulrich Thy Jensen, Louise Ladegaard Bro, Lotte Bøgh Andersen, Jacob Ladenburg, Kenneth J. Meier & Heidi Houlberg Salomonsen (2020): Seeing eye to eye: can leadership training align perceptions of leadership?, International Public Management Journal, DOI: 10.1080/10967494.2020.1763533
RightsCopyright © 2020 Taylor & Francis Group, LLC.
Collection InformationThis item from the UA Faculty Publications collection is made available by the University of Arizona with support from the University of Arizona Libraries. If you have questions, please contact us at firstname.lastname@example.org.
AbstractThere is a huge gap between how employees see leaders' behavior and how leaders see themselves regardless of sector and functional area. Because this gap can be a serious problem in managing organizations, scholars have investigated how the gap can be reduced. This article focuses on leadership training and tests whether and under what conditions it narrows the gap. Using quantitative and qualitative data from a randomized field experiment with several hundred Danish leaders from public and private organizations, we find that a yearlong leadership training course decreases the differences between leader and employee perceptions of transformational and transactional leadership behaviors in public sector organizations but not in private organizations. The findings imply that leadership training can be one way for public organizations to align perceptions of leadership.
Note18 month embargo; published online: 30 June 2020
VersionFinal accepted manuscript