Leader training in the public sector: Can micro-interventions at the pre-training stage enhance public leaders’ motivation to develop?

Abstract

Although the importance of leader training in public organizations has been widely acknowledged, activities in the pre-training stage, including leaders’ self-selection for voluntary training, are rarely studied. Reflective practices have been considered helpful tools to foster leader development in times of increasing complexity and ambiguity, and they may therefore also help to trigger leaders’ motivation to develop. This study draws on the theory of self-awareness and examines whether a reflection task (i.e., micro-intervention) can enhance public leaders’ perception of their development needs, motivation to develop, and willingness to participate in leader training. Results of an online experiment among leaders in the German public sector reveal that participants who reflect on paradoxical leadership situations do not have stronger perceptions of development needs, compared to those who do not engage in a reflection task. However, they show higher levels of motivation to develop and willingness to participate in at least one training program. The application of micro-interventions seems to be a helpful approach at the pre-training stage; however, the mechanisms for their effectiveness need further exploration.

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