Douglas R. Lindsay

Leader Influences on Training Effectiveness: Motivation and Outcome Expectation Processes

Training effectiveness is a function of trainee characteristics, training design and contextual factors. Social exchanges in the work environment have received less attention compared with other training effectiveness predictors. We focus on the extent to which leaders (through their relationships and exchanges with followers) influence skill transfer, maintenance and generalization. We also examine two intervening processes (training motivation and outcome expectancy). Our findings, based on surveys from 495 employees, argue for the importance of leadermember exchange for training transfer, with training motivation and outcome expectancy as intervening mechanisms.

Implicit theories of courage

What is courage? This question garners significant interest and attention but little empirical research. An operational definition of courage is essential to good research, yet no consensus definition has fully emerged. This article systematically investigates peoples conceptions of courage and courageous behavior through a series of studies employing well-grounded implicit methodologies. The organizational structure and components of courage are investigated using a response-generating task (Study 1) and alternate methods (Studies 2 and 3), followed by an experimental approach to determine if people actually use their implicit theories in their evaluations of others (Study 4). Collectively, these studies reveal an organizational structure of peoples implicit theories of courage. Further, they indicate that people apply their implicit theories accurately in evaluating others. Then, Laches, suppose that we first set about determining the nature of courage … Tell me, if you can, what is courage Socrates (Plato, trans. 1987)

Shared Leadership in the Military: Reality, Possibility, or Pipedream?

Shared leadership involves building a broader and deeper capacity for leadership that goes beyond a formally appointed leader. Several models of team leadership are reviewed, distinguishing between the leadership of teams from leadership in teams. Shared leadership is a variant of the latter in which everyone on the team is responsible for leadership and where leadership emerges through patterned interactions of team members. Overall, shared leadership appears to be a possibility for the military—and one that is needed because of the increasing complexity of missions—but efforts need to be undertaken to incorporate it into formal training and doctrine.

Freefall, self-efficacy, and leading in dangerous contexts.

We examined whether completion of a military Freefall parachuting program enhanced self-efficacy in the domains of leader self-control and leader assertiveness. The Freefall program was particularly suited for self-efficacy development because Freefall required personal mastery to overcome a substantial perceived risk. We surveyed participants at the beginning and end of the Freefall program. We also distributed a subsequent survey nine months later that allowed us to compare leader self-efficacy as a function of participation in Freefall and a similarly risky but less mastery-oriented Soaring program (i.e., flying gliders). The obtained results indicated that successful performance in Freefall, but not in Soaring, contributed to leader self-control and leader assertiveness. The implications for leading in dangerous and traditional contexts are discussed.

Performance appraisals as a selection criterion in downsizing

Purpose – The primary purpose of this article is to examine two alternative approaches for the use of performance appraisals in selecting individuals out of the organization (i.e. to be laid off). A rank‐order approach and a banding approach are compared to provide insight regarding issues associated with each approach.Design/methodology/approach – Literature examining the status of downsizing as an organizational strategy, as well as some of the legal and practical considerations associated with the use of performance appraisals in downsizing decisions is reviewed as a precursor to an illustrated comparison of a rank‐order approach and banding approach to select individuals to be downsized. Actual performance appraisal scores for 106 individuals working in an organization were analyzed for the purposed of the comparative illustration.Findings – The illustrative comparison highlights specific issues associated with using two different approaches for selecting individuals for an organizational downsizing.R...

Leadership Education and Assessment: A Developmental Approach

The number of leadership education and development programs has increased substantially over the past few decades. However, deliberate assessment strategies aimed at understanding actual student development have not kept pace. The primary reason for this limitation likely involves the challenges that are associated with this type of assessment. When examining leadership one is not only interested in the mere acquisition and retention of knowledge, but the actual application and practice of such knowledge. There are a host of challenges that stand in the way of such assessment. In the present paper we call attention to several of these challenges in an effort to understand what effective leader education assessment could look like. Additionally, we offer two examples of how intentional assessment strategies can be implemented to evaluate the effectiveness of leader education and development.

An Examination of Salient, Non-Monetary, Factors Influencing Performance in Public Sector Organizations: A Conceptual Model

Public sector organizations are experiencing incredible pressures to become more efficient, while simultaneously maintaining a high level of responsiveness to public constituents. These pressures are translated into intense demands placed on public sector employees and their collective performance. The purpose of this article is to examine important perceptions about key organizational phenomena and related employee attitudes in the context of performance in public sector organizations. Specifically, the implications of perceived organizational support (POS) and perceived psychological contract support (PSCS) are explored, leading to the development of a conceptual model which embodies non-task behaviors of organizational citizenship behaviors and counterproductive work behaviors, as well as cynicism and embeddedness as salient attitudes that should be considered in conjunction with POS and PSCS as antecedents of job performance in public sector organizations.

Combat Stress Control and Prevention: What Can Be Learned from an Application of Workplace Behavioral Health in a Deployed Combat Environment?

This article details a Combat Stress Control and Prevention (CSCP) teams tour during Operation Iraqi Freedom. It highlights the similarities between battlefield and Employee Assistance Programs (EAPs) behavioral health care methods and practices. A CSCP teams mission is to provide battle-front direct mental health services to commanders and combatants via consultation, education, advocacy and proximal prevention, intervention and stabilization, and if indicated, evacuation of overstressed troops. This teams access, credibility, and social networking were critical in preventing and responding to war-fighters combat stressors in a timely manner. As in EAP work, credibility with leadership and bridging social capital are essential components for workplace behavioral health prevention success.

The Relative Strength of Job Attitudes and Job Embeddedness in Predicting Turnover in a U.S. Military Academy

This longitudinal study explored the relative strength of job satisfaction, components of organizational commitment, dimensions of job embeddedness and person–organization fit as predictors of voluntary turnover at the U.S. Air Force Academy. Using survey data from 643 first- and second-year cadets, we found that job satisfaction, affective commitment, on-the-job embeddedness, and person–organization fit were significantly negatively related to turnover. Based on relative weights analysis, we found the most powerful predictor of cadet turnover was person–organization fit, which has important implications for military leaders.

The impact of leadership on sexual harassment and sexual assault in the military

ABSTRACT Sexual harassment and assault are realities in the military. Recent reports indicate that these types of behaviors are not decreasing despite updated policies, better reporting procedures and increased resources. Leadership is offered as both an antecedent to and as a vehicle by which to address these destructive and criminal behaviors among the military ranks. A review of relevant leadership research is provided focused on unique aspects of the military that influence sexual violence, leader behaviors, and the full range leadership model. Through this review, recommendations are offered as to how the military can develop leaders to provide appropriate leadership at all levels to create the right climate in units to be resistant to sexual harassment and assault. Overall, the authors argue that leadership offers the greatest opportunity to prevent and reduce the consequences of sexual harassment and assault in the military, but that it must be integrated into intentional leader development and accountability efforts at both the organizational and individual level.