Transfer of training: A mediation model of the effects of transformational leadership

Abstract

Successfully transferring training back to the workplace has drawn substantial research interest over the past few decades but conflicting findings have emerged from this literature. Thus, I developed a conceptual framework that integrated transformational leadership theory with the two dominant motivational theories in applied psychology. The hypothesised research model was tested on 111 government officers attending soft-skill training programs. I found that attitudes towards training transfer and perceived behaviour control fully mediated the relationship between transformational leadership and transfer behaviour of the participants. Contribution of these findings to knowledge and theory are discussed.

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