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.
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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",
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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.