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Leadership Training: Some Dysfunctional Consequences
Robert J. House
Administrative Science Quarterly
Vol. 12, No. 4 (Mar., 1968), pp. 556-571
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2391533
Page Count: 16
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Previous research about the results of leadership training has revealed both desired and dysfunctional consequences. The effects of leadership training are shown to depend on social influences which both support and hinder the transfer of training into managerial performance. Three specific sources of social influences are described and three dimensions of social influence are advanced. Earlier studies are reviewed to illustrate how the social influence variables account for the dysfunctions of leadership training. Interactions between various types of leadership training and the social influences are hypothesized. Finally, a proposition is advanced to explain and permit prediction of the consequences of leadership training in varying situations.
Administrative Science Quarterly © 1968 Johnson Graduate School of Management, Cornell University