Training bank managers in leadership: a field experiment

Experimental evidence on leadership investment is rare — here is one example.

The research

Julian Barling, Tom Weber and Kevin Kelloway (1996, Journal of Applied Psychology) randomly assign bank branch managers to transformational leadership training or control: employees of trained managers report higher commitment, and some financial indicators improve.

The limit

Very small sample (about twenty managers); financial effects are partial. (our executive and employee training programmes)

Practical check in Geneva

Compare two similar manager groups, only one receiving follow-up sessions, and measure team commitment at six months. To go further: explore the Executive Leadership training in Geneva, or browse our executive and employee training programmes in Switzerland.

In pictures: Executive Leadership in Geneva

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