Management development programs Providing recommendations based on scientific evidence
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Transcript of Management development programs Providing recommendations based on scientific evidence
Management development programs
Providing recommendations based on scientific evidence
Presented to Altria
October 2, 2014
Questions of interest
• What management skills are most valuable?
• Can management skills be trained? If so, how effective are training programs?
Summary of group presentations
Identified key management skills:
• Time management• Leadership• Communication• Strategic thinking & planning
Examining the best scientific evidence
We’ll examine two studies:
• Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
• Collins & Holton (2004) - The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001
Examining the best scientific evidence
Why did I pick these studies?
• Tonidandel et al. (2012) – Study focused on our question and had multiple sources of data (Level 4)
• Collins & Holton (2004) – A meta-analysis, which is an accumulation of the evidence (Level 1)
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
Study details• 733 managers• Ratings of their managerial skills rated by peers• Ratings of managerial effectiveness rated by their
supervisor
Managerial skills• Human skills (e.g., interaction, collaboration)• Administrative skills (e.g., organizing, delegating)• Technical skills (e.g., technical knowledge)• Citizenship behaviors (e.g., helping employees)
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
Study findings• All management skills had a statistically significant
positive correlation with managerial effectiveness (range from 0.26 to 0.36)
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
0.26 looks like:
From http://rpsychologist.com/d3/correlation/
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
0.36 looks like:
From http://rpsychologist.com/d3/correlation/
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
0.26 vs. 0.36
From http://rpsychologist.com/d3/correlation/
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
So not a huge difference between the skills with the largest and smallest correlations.
But…
Then they asked what management skills explained supervisor-rated effectiveness more.
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
And found that:• Administrative skill explained almost 39% of
managerial effectiveness• Human skills explained a little more than 32% of
managerial effectiveness
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
Overall: Administrative & human skills most important
Administrative skills• Delegating• Organizing• Setting goals for others• Attracting and hiring
the best people
Human skills• Motivating employees• Communicating with
others• Showing interest in
employee needs
From Scullen et al. (2003) - Evidence of the construct validity of developmental ratings of managerial performance
Tonidandel et al. (2012) - Relative importance of managerial skills for predicting effectiveness
Overall: Administrative & human skills most important.
This overlaps with our overall findings:
• Time management (Administrative skill)• Leadership (Human skill)• Communication (Human skill)• Strategic thinking & planning (Administrative skill)
Collins & Holton (2004) - The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001
Study details• Statistically combined 83 studies• All 83 studies had a formal training intervention
aimed at improving managerial skills
Collins & Holton (2004)
Key findings• In comparison to a control group (group with no
training) – managers that went through formal training program had an almost 1 standard deviation increase in objective managerial knowledge
From http://rpsychologist.com/d3/cohend/
Collins & Holton (2004)
Key findings
• 84% of the treatment group will be above the mean of the control group, 62% of the two groups will overlap
• There is a 76 % chance that a person picked at random from the treatment group will have a higher score than a person picked at random from the control group
• If 100 people go through the treatment, 34 more people will have a favorable outcome compared to if they had received the control treatment
From http://rpsychologist.com/d3/cohend/
Collins & Holton (2004)
Key findings• Objective (other-rated) & subjective (self-rated)
gain in managerial expertise
Collins & Holton (2004)
Key findings• In comparison to a control group (group with no
training) – managers that went through formal training program had about a 0.4 standard deviation increase in managerial expertise from the pre-test and post-test
From http://rpsychologist.com/d3/cohend/
Collins & Holton (2004)
Key findings
• 66% of the treatment group will be above the mean of the control group, 84 % of the two groups will overlap
• There is a 61 % chance that a person picked at random from the treatment group will have a higher score than a person picked at random from the control group
• If 100 people go through the treatment, 15 more people will have a favorable outcome compared to if they had received the control treatment
From http://rpsychologist.com/d3/cohend/
Conclusions
• What management skills are most valuable?o Administrative skillso Human skills
• Can management skills be trained? If so, how effective are training programs?
o Yeso Compared to those who didn’t have any
training, there’s a large increase in knowledgeo Compared to before training, there’s a
moderate increase in managerial expertise