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Leader training in the public sector: Can micro-interventions at the pre-training stage enhance public leaders’ motivation to develop?
16 references·0 citing·54 second hop
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References

  • 2007G*Power 3: A flexible statistical power analysis program for the social, behavioral, and biomedical sciences65,813 cited
  • 2011TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING.3,048 cited
  • 1972A theory of objective self awareness2,633 cited
  • 2016The Intention–Behavior Gap2,179 cited
  • 2009Transfer of Training: A Meta-Analytic Review1,474 cited
  • 2008Organizational Change and Managerial Sensemaking: Working Through Paradox1,333 cited
  • 2013Advances in leader and leadership development: A review of 25 years of research and theory1,281 cited
  • 2004Is There a Universal Positivity Bias in Attributions? A Meta-Analytic Review of Individual, Developmental, and Cultural Differences in the Self-Serving Attributional Bias.1,270 cited
  • 2005Spiritual values and practices related to leadership effectiveness834 cited
  • 2017Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem808 cited
  • 2017Leadership training design, delivery, and implementation: A meta-analysis.600 cited
  • 2014Paradox as a Metatheoretical Perspective585 cited
  • 2003A model of involvement in work-related learning and development activity: The effects of individual, situational, motivational, and age variables.505 cited
  • 2001Objective Self-Awareness Theory: Recent Progress and Enduring Problems

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459 cited
  • 2015Leadership Development: An Outcome-Oriented Review Based on Time and Levels of Analyses456 cited
  • 2008Developmental readiness: Accelerating leader development.328 cited
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