Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment.

Abstract

A pretest-posttest control-group design (N = 20) was used to assess the effects of trans-formational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 indi-vidual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects

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