Considerable evidence suggests that a substantial part of organizations' investment in training i... more Considerable evidence suggests that a substantial part of organizations' investment in training is often wasted due to poor learning transfer and trainee relapse. This study investigated the effects of two different relapse prevention (RP) modules designed to supplement a training program on employee coaching skills. The coaching program was delivered to 78 research scientists from five departments of a large Midwestern firm. The transfer "climate" of those five represented departments was also assessed. Results indicated that the RP modules did modestly influence trainees' use of transfer strategies, but the impact was contingent on the nature of the transfer climate. 1
A number of recent training authors have suggested that pre-and post-training interventions may e... more A number of recent training authors have suggested that pre-and post-training interventions may enhance training outcomes. In the present study, preand post-training interventions were added to an established behavior-modeling program on assertiveness, creatingfour conditions: (1) no intervention, (2) pretruining interventions, (3) post-training interventions, and (4) both. One hundred fifty trainees completed the module, and measures of trainee reaction, learning retention, and behavioral change were obtained. Results indicated that the post-training intervention strongly affected learning retention, as well as reactions immediately following training, with moderate effects on behaviol: No sign$cant effects were observed between the pretraining intervention and any ofthe trainee outcome measures. lmplications ofthe findingsfor training research and practice are discussed.
We examined the direct and moderated effects of an ability-based measure of emotional intelligenc... more We examined the direct and moderated effects of an ability-based measure of emotional intelligence (MSCEIT# V2.0) on individual performance in a sample of business undergraduates. Controlling for general mental ability and personality, emotional intelligence explained unique incremental variance in performance ratings on only one of two measures of interpersonal effectiveness (public speaking effectiveness). However, the interaction of emotional intelligence with conscientiousness explained unique incremental variance both in public speaking and group behavior effectiveness, as well as academic performance (cumulative GPA). We conclude that the effects of emotional intelligence on performance are more indirect than direct in nature. Individuals must not only have emotional intelligence, but also must be motivated to use it.
International Journal of Selection and Assessment, 2008
Using longitudinal data from a sample of recent college graduates, we examined the effects of abi... more Using longitudinal data from a sample of recent college graduates, we examined the effects of ability (general mental ability and emotional intelligence) and personality (Big Five and proactive personality) on extrinsic (i.e., salary) and intrinsic (i.e., perceived job and career success) indicators of career success. Results from regression analyses indicated that gender, extroversion, and agreeableness were the strongest predictors of salary. Emotional stability and proactive personality predicted perceived job success, while extroversion was significantly related to perceived career success. Neither of the ability measures significantly predicted our indicators of extrinsic or intrinsic career success. Implications for theory and practice are discussed.
Despite increased attention given to the attitude of organizational cynicism, few studies have ex... more Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential consequences of these findings for organizations is provided.
Considerable evidence suggests that a substantial part of organizations' investment in training i... more Considerable evidence suggests that a substantial part of organizations' investment in training is often wasted due to poor learning transfer and trainee relapse. This study investigated the effects of two different relapse prevention (RP) modules designed to supplement a training program on employee coaching skills. The coaching program was delivered to 78 research scientists from five departments of a large Midwestern firm. The transfer "climate" of those five represented departments was also assessed. Results indicated that the RP modules did modestly influence trainees' use of transfer strategies, but the impact was contingent on the nature of the transfer climate. 1
A number of recent training authors have suggested that pre-and post-training interventions may e... more A number of recent training authors have suggested that pre-and post-training interventions may enhance training outcomes. In the present study, preand post-training interventions were added to an established behavior-modeling program on assertiveness, creatingfour conditions: (1) no intervention, (2) pretruining interventions, (3) post-training interventions, and (4) both. One hundred fifty trainees completed the module, and measures of trainee reaction, learning retention, and behavioral change were obtained. Results indicated that the post-training intervention strongly affected learning retention, as well as reactions immediately following training, with moderate effects on behaviol: No sign$cant effects were observed between the pretraining intervention and any ofthe trainee outcome measures. lmplications ofthe findingsfor training research and practice are discussed.
We examined the direct and moderated effects of an ability-based measure of emotional intelligenc... more We examined the direct and moderated effects of an ability-based measure of emotional intelligence (MSCEIT# V2.0) on individual performance in a sample of business undergraduates. Controlling for general mental ability and personality, emotional intelligence explained unique incremental variance in performance ratings on only one of two measures of interpersonal effectiveness (public speaking effectiveness). However, the interaction of emotional intelligence with conscientiousness explained unique incremental variance both in public speaking and group behavior effectiveness, as well as academic performance (cumulative GPA). We conclude that the effects of emotional intelligence on performance are more indirect than direct in nature. Individuals must not only have emotional intelligence, but also must be motivated to use it.
International Journal of Selection and Assessment, 2008
Using longitudinal data from a sample of recent college graduates, we examined the effects of abi... more Using longitudinal data from a sample of recent college graduates, we examined the effects of ability (general mental ability and emotional intelligence) and personality (Big Five and proactive personality) on extrinsic (i.e., salary) and intrinsic (i.e., perceived job and career success) indicators of career success. Results from regression analyses indicated that gender, extroversion, and agreeableness were the strongest predictors of salary. Emotional stability and proactive personality predicted perceived job success, while extroversion was significantly related to perceived career success. Neither of the ability measures significantly predicted our indicators of extrinsic or intrinsic career success. Implications for theory and practice are discussed.
Despite increased attention given to the attitude of organizational cynicism, few studies have ex... more Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential consequences of these findings for organizations is provided.
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Papers by T. Baldwin