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In pursuit of causality in leadership training research: A review and pragmatic recommendations

Martin, R.; Hughes, D.J.; Epitropaki, O.; Thomas, G.

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Authors

R. Martin

D.J. Hughes

G. Thomas



Abstract

Although research shows a reliable association between leadership training and positive organizational outcomes, a range of research design issues mean we do not know to what degree the former causes the later. Accordingly, the paper has two main aims. First, to describe the conditions necessary to determine causality in leadership training research and the ability of different research designs to achieve this. Six important, but often ignored, issues associated with determining causality are described (control conditions, sample representation, condition randomization, condition independence, temporal design, and author involvement). Second, to review the extent to which the leadership training literature is able to demonstrate causality. The review shows that the majority of studies do not meet many of the criteria, even the most basic criteria, required to establish causality. Finally, we provide guidelines for designing future research to improve causal identification and is capable of generating meaningful theory and policy recommendations.

Citation

Martin, R., Hughes, D., Epitropaki, O., & Thomas, G. (2021). In pursuit of causality in leadership training research: A review and pragmatic recommendations. The Leadership Quarterly, 32(5), Article 101375. https://doi.org/10.1016/j.leaqua.2019.101375

Journal Article Type Article
Acceptance Date Dec 11, 2019
Online Publication Date Jan 7, 2020
Publication Date 2021-10
Deposit Date Dec 23, 2019
Publicly Available Date Jul 7, 2021
Journal Leadership Quarterly
Print ISSN 1048-9843
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 32
Issue 5
Article Number 101375
DOI https://doi.org/10.1016/j.leaqua.2019.101375
Public URL https://durham-repository.worktribe.com/output/1280472

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