Individual and Organizational Factors that Influence Transfer Generalization and Maintenance of Managerial‐Leadership Programs

Abstract

Organizations invest heavily in managerial-leadership training and development as these skills are considered important for organizational effectiveness. Yet training evaluation research shows little substantive improvement in managerial effectiveness following training. Examining individual and organizational factors that affect skill-transfer generalization and maintenance from two managerial-leadership programs, this study employed a mixed-methods prospective cross-cohort design, utilizing baseline, post-training, and three-month follow-up data. Eligible participants were enrolled in one of two 2016 leadership programs (N = 36). This study found individual and organizational factors influenced the two phases of training transfer differently. The present study contributes to current understanding of successful transfer generalization and maintenance of managerial-leadership skills by confirming the importance of individual and organizational factors. It also presents a possible explanation for past inconsistent results—that is, that transfer generalization and maintenance should be measured separately as two phases of the training transfer process, which may occur concurrently for complex skill sets such as leadership.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 8 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.