Leadership Training, Leadership Strategies and Organizational Performance: Designing an Experiment to Test the Causal Effect of Leadership on Performance

Louise Ladegaard Bro, Lotte Bøgh Andersen, Anne Bøllingtoft, Tine Eriksen, Ann-Louise Holten, Christian Bøtcher Jacobsen, Ulrich Thy Jensen, Jacob Ladenburg, Poul Aaes Nielsen, Niels Westergård-Nielsen

    Research output: Contribution to conferencePaperResearchpeer-review

    Abstract

    Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop stronger conceptualizations and operationalizations of transformational and transactional leadership strategies which do not confound leadership strategies with their effects. It is also important to understand how leadership strategies might have different effect in different settings and for different performance measures. Finally, developing leadership training programs to accommodate the problem of causality is also a very important task.
    Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop stronger conceptualizations and operationalizations of transformational and transactional leadership strategies which do not confound leadership strategies with their effects. It is also important to understand how leadership strategies might have different effect in different settings and for different performance measures. Finally, developing leadership training programs to accommodate the problem of causality is also a very important task.

    Conference

    ConferenceThe 18th Annual Conference of International Research Society for Public Management. IRSPM 2014
    Number18
    LocationCarleton University
    CountryCanada
    CityOttawa
    Period09/04/201411/04/2014
    Internet address

    Cite this

    Ladegaard Bro, L., Andersen, L. B., Bøllingtoft, A., Eriksen, T., Holten, A-L., Jacobsen, C. B., ... Westergård-Nielsen, N. (2014). Leadership Training, Leadership Strategies and Organizational Performance: Designing an Experiment to Test the Causal Effect of Leadership on Performance. Paper presented at The 18th Annual Conference of International Research Society for Public Management. IRSPM 2014, Ottawa, Canada.
    Ladegaard Bro, Louise ; Andersen, Lotte Bøgh ; Bøllingtoft, Anne ; Eriksen, Tine ; Holten, Ann-Louise ; Jacobsen, Christian Bøtcher ; Jensen, Ulrich Thy ; Ladenburg, Jacob ; Aaes Nielsen, Poul ; Westergård-Nielsen, Niels. / Leadership Training, Leadership Strategies and Organizational Performance : Designing an Experiment to Test the Causal Effect of Leadership on Performance. Paper presented at The 18th Annual Conference of International Research Society for Public Management. IRSPM 2014, Ottawa, Canada.30 p.
    @conference{bf3f1bef68624a3b8b862863f0bda7d0,
    title = "Leadership Training, Leadership Strategies and Organizational Performance: Designing an Experiment to Test the Causal Effect of Leadership on Performance",
    abstract = "Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop stronger conceptualizations and operationalizations of transformational and transactional leadership strategies which do not confound leadership strategies with their effects. It is also important to understand how leadership strategies might have different effect in different settings and for different performance measures. Finally, developing leadership training programs to accommodate the problem of causality is also a very important task.",
    author = "{Ladegaard Bro}, Louise and Andersen, {Lotte B{\o}gh} and Anne B{\o}llingtoft and Tine Eriksen and Ann-Louise Holten and Jacobsen, {Christian B{\o}tcher} and Jensen, {Ulrich Thy} and Jacob Ladenburg and {Aaes Nielsen}, Poul and Niels Westerg{\aa}rd-Nielsen",
    year = "2014",
    language = "English",
    note = "null ; Conference date: 09-04-2014 Through 11-04-2014",
    url = "http://www.irspm2014.com/index.php/irspm/IRSPM2014",

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    Ladegaard Bro, L, Andersen, LB, Bøllingtoft, A, Eriksen, T, Holten, A-L, Jacobsen, CB, Jensen, UT, Ladenburg, J, Aaes Nielsen, P & Westergård-Nielsen, N 2014, 'Leadership Training, Leadership Strategies and Organizational Performance: Designing an Experiment to Test the Causal Effect of Leadership on Performance' Paper presented at, Ottawa, Canada, 09/04/2014 - 11/04/2014, .

    Leadership Training, Leadership Strategies and Organizational Performance : Designing an Experiment to Test the Causal Effect of Leadership on Performance. / Ladegaard Bro, Louise; Andersen, Lotte Bøgh; Bøllingtoft, Anne; Eriksen, Tine; Holten, Ann-Louise; Jacobsen, Christian Bøtcher; Jensen, Ulrich Thy; Ladenburg, Jacob; Aaes Nielsen, Poul; Westergård-Nielsen, Niels.

    2014. Paper presented at The 18th Annual Conference of International Research Society for Public Management. IRSPM 2014, Ottawa, Canada.

    Research output: Contribution to conferencePaperResearchpeer-review

    TY - CONF

    T1 - Leadership Training, Leadership Strategies and Organizational Performance

    T2 - Designing an Experiment to Test the Causal Effect of Leadership on Performance

    AU - Ladegaard Bro,Louise

    AU - Andersen,Lotte Bøgh

    AU - Bøllingtoft,Anne

    AU - Eriksen,Tine

    AU - Holten,Ann-Louise

    AU - Jacobsen,Christian Bøtcher

    AU - Jensen,Ulrich Thy

    AU - Ladenburg,Jacob

    AU - Aaes Nielsen,Poul

    AU - Westergård-Nielsen,Niels

    PY - 2014

    Y1 - 2014

    N2 - Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop stronger conceptualizations and operationalizations of transformational and transactional leadership strategies which do not confound leadership strategies with their effects. It is also important to understand how leadership strategies might have different effect in different settings and for different performance measures. Finally, developing leadership training programs to accommodate the problem of causality is also a very important task.

    AB - Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop stronger conceptualizations and operationalizations of transformational and transactional leadership strategies which do not confound leadership strategies with their effects. It is also important to understand how leadership strategies might have different effect in different settings and for different performance measures. Finally, developing leadership training programs to accommodate the problem of causality is also a very important task.

    M3 - Paper

    ER -

    Ladegaard Bro L, Andersen LB, Bøllingtoft A, Eriksen T, Holten A-L, Jacobsen CB et al. Leadership Training, Leadership Strategies and Organizational Performance: Designing an Experiment to Test the Causal Effect of Leadership on Performance. 2014. Paper presented at The 18th Annual Conference of International Research Society for Public Management. IRSPM 2014, Ottawa, Canada.