Goal-orientation theory and research offer a lens to better understand the mechanisms of experiential learning in developmental assignments for managers. This study presents a research model that depicts how goal orientations influence the development of leadership skills from experience. The model indicates how individual and situational…

Multisource ratings and feedback are now central components of many leader development programs. Research evaluating the outcomes of multisource feedback (MSF) underscores the importance of facilitation strategies that help leaders to interpret and use their feedback throughout the development process. Scholars and practitioners have recommended…

Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected from two…

A survey of 262 hospital supervisors and managers found that managers who were satisfied with employee career development were more committed to the organization and perceived more organizational support. They were also more likely to provide career development for their own supervisees. (Contains 46 references.) (SK)

A workshop on diversity issues and training was attended by 99 middle managers. Compared to 51 controls, attendees rated diversity practices and their use of them higher. The social environment indirectly affected ratings but the work environment did not. (SK)

Managers (n=261) completed instruments measuring the effects of organization-based self esteem on their development when facing job challenges. Those with low self-esteem were more sensitive to challenging job experiences. As challenges increased, perceptions of overall development increased. (Contains 40 references.) (SK)

A survey of 98 participants and 9 instructors in management training in a British government agency showed that trainees frequently sought information about their performance. Although feedback seeking was an important part of training, instructors tended to overestimate the frequency with which they provided feedback. (Contains 42 references.)…

Four focus groups with 300 Fortune 500 managers and two panels of experts were used to build and verify a theory of the impact on management training on organizational performance. The theory suggests that such training design factors as needs assessment, coaching, and simulated practice have a greater impact on performance. (SK)

Comparison of self- and others' ratings of 335 managers' job performance found moderately low agreement between the two. Managers consistently reported practicing specific skills more frequently than raters' feedback showed, across 20 management practices areas. (SK)

Consensus of survey responses from 155 of 600 human resource managers was as follows: management development programs emphasized technical skills at lower levels, entrepreneurial skills at senior levels; organizations with corporate growth strategies focused on more areas than those with stability or retrenchment strategies. (Muschewske's reaction…

Among 64 managers, an experimental group received extra presentations and materials on participatory behavior and were encouraged in self-monitoring of verbal participation. Despite increased levels of participation compared to the control group, experimentals did not have higher reactions, learning, or transfer. (SK)

A study by Tracey, Hinkin, Tannenbaum, and Mathieu of 115 management trainees and 305 supervisors/coworkers found that job involvement, commitment, and work environment influenced pretraining self-efficacy and motivation. Hierarchical relationships between levels of training effectiveness criteria were identified. Black's response cites their…

Osman-Gani's study surveyed 501 U.S., Germany, Japanese, Korean, and Singaporean managers working abroad, finding significant differences in views of types of training (pre- and postarrival, repatriation, language, cross-cultural) and appropriate delivery methods. Van Reine and Trompenaars' reaction article highlights how cultural background,…

A study of 67 Swedish expatriate bosses and 104 local Hong Kong middle managers tested a quantitative needs assessment technique measuring work values. Two-thirds of middle managers' work values were not correctly estimated by their bosses, especially instrumental values (pay, benefits, security, working hours and conditions), indicating a need…

Interviews with managers caught between traditional organizational culture and a shift to "learning organizations" show that individual development is important to organizational change; efforts to change managers to fit a culture defined by top management may not succeed if the vision is not shared; and spiritual and moral dimensions of…