The Importance of Similarity: How Gender Congruence Matters for the Impact of Leadership Training

2021 ◽  
pp. 009539972110642
Author(s):  
Trine H. Fjendbo ◽  
Christian B. Jacobsen ◽  
Seung-Ho An
Keyword(s):  
Leadership Training ◽  
Large Scale ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Female Gender ◽  
Perceived Leadership ◽  
Scale Field ◽  
Before And After ◽  
Large Scale Field ◽  
The Impact

Leadership training is key to promoting more active leadership, but the effects of leadership training can depend on the gender context. Gender congruence between manager and employee can affect how the manager employs leadership behaviors adapted from training and how employees perceive leadership behavior. Quantitative data on 474 managers’ 4,833 employees before and after a large-scale field experiment with leadership training enable us to examine changes in employee-perceived leadership following training. The results show that gender congruence between manager and employee is associated with stronger leadership training effects on employee-perceived leadership behaviors. Female gender congruence shows the most pronounced effects.

scholarly journals Recommending teams promotes prosocial lending in online microfinance

2016 ◽  
Vol 113 (52) ◽  
pp. 14944-14948 ◽  
Author(s):  
Wei Ai ◽  
Roy Chen ◽  
Yan Chen ◽  
Qiaozhu Mei ◽  
Webb Phillips
Keyword(s):  
Field Experiment ◽  
Large Scale ◽  
Group Membership ◽  
Behavioral Mechanism ◽  
Scale Field ◽  
Large Scale Field ◽  
The Impact

This paper reports the results of a large-scale field experiment designed to test the hypothesis that group membership can increase participation and prosocial lending for an online crowdlending community, Kiva. The experiment uses variations on a simple email manipulation to encourage Kiva members to join a lending team, testing which types of team recommendation emails are most likely to get members to join teams as well as the subsequent impact on lending. We find that emails do increase the likelihood that a lender joins a team, and that joining a team increases lending in a short window (1 wk) following our intervention. The impact on lending is large relative to median lender lifetime loans. We also find that lenders are more likely to join teams recommended based on location similarity rather than team status. Our results suggest team recommendation can be an effective behavioral mechanism to increase prosocial lending.

scholarly journals The Role of Mindset in Education : A Large-Scale Field Experiment in Disadvantaged Schools

2021 ◽  
Author(s):  
Elise Huillery ◽  
Adrien Bouguen ◽  
Axelle Charpentier ◽  
Yann Algan ◽  
Coralie Chevallier
Keyword(s):  
Field Experiment ◽  
Experimental Evidence ◽  
Large Scale ◽  
Cost Effective ◽  
Growth Mindset ◽  
Disadvantaged Schools ◽  
Scale Field ◽  
Large Scale Field ◽  
The Impact

This article provides experimental evidence of the impact of a four-year inter-vention aimed at developing students’ growth mindset and internal locus ofcontrol in disadvantaged middle schools. We find a 0.07 standard deviationincrease in GPA, associated with a change in students’ mindset, improved be-havior as reported by teachers and school registers, and higher educational andprofessional aspirations. International empirical benchmarks reveal that theintervention is at least ten times more cost-effective than the typical educa-tional intervention. However, while reducing between-school inequality whentargeted to disadvantaged schools, the program benefits less to more fragilestudents, therefore increasing within-school inequality.

scholarly journals Potential follow-up increases private contributions to public goods

2016 ◽  
Vol 113 (19) ◽  
pp. 5218-5220 ◽  
Author(s):  
Todd Rogers ◽  
John Ternovski ◽  
Erez Yoeli
Keyword(s):  
Social Media ◽  
Public Goods ◽  
Field Experiment ◽  
Large Scale ◽  
Scale Field ◽  
Large Scale Field ◽  
The Impact ◽  
Made In ◽  
Get Out The Vote

People contribute more to public goods when their contributions are made more observable to others. We report an intervention that subtly increases the observability of public goods contributions when people are solicited privately and impersonally (e.g., mail, email, social media). This intervention is tested in a large-scale field experiment (n = 770,946) in which people are encouraged to vote through get-out-the-vote letters. We vary whether the letters include the message, “We may call you after the election to ask about your voting experience.” Increasing the perceived observability of whether people vote by including that message increased the impact of the get-out-the-vote letters by more than the entire effect of a typical get-out-the-vote letter. This technique for increasing perceived observability can be replicated whenever public goods solicitations are made in private.

Leader-Employee Gap in Verbal Transactional Leadership and Distributed Leadership: Evidence From a Randomized Field Experiment

2021 ◽  
pp. 0734371X2110390
Author(s):  
Anne Mette Kjeldsen ◽  
Lotte Bøgh Andersen
Keyword(s):  
Field Experiment ◽  
Transactional Leadership ◽  
Distributed Leadership ◽  
Leadership Training ◽  
Goal Attainment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Post Intervention ◽  
Randomized Field Experiment ◽  
Perceived Leadership

Leadership behavior only contributes to goal attainment in public organizations if the employees perceive the behavior. Given that studies on self-other agreement show large gaps in perceived leadership between leaders and employees, it is highly relevant to ask how HRM-programs such as leadership training can reduce these gaps. Based on a large randomized field experiment including 130 leaders and their 4,800 employees in the Danish municipality of Aarhus, this article compares how different types of leadership training affect gaps in perceived leadership. Results from pre- and post-intervention surveys show a decreased gap in leader-employee perceptions of verbal transactional leadership, while the gap in perceived distributed leadership did not change. This suggests that leadership training can make leaders’ and employees’ perceived leadership behaviors more aligned, but less so for employee-centered leadership approaches such as distributed leadership.

scholarly journals Are energy labels good enough for consumers? Experimental evidence on online appliance purchases

2021 ◽  
Author(s):  
Giovanna d'Adda ◽  
Yu Gao ◽  
Massimo Tavoni
Keyword(s):  
Energy Efficiency ◽  
Large Scale ◽  
Accurate Information ◽  
Energy Costs ◽  
Energy Usage ◽  
Cost Information ◽  
Optimal Decisions ◽  
Scale Field ◽  
Large Scale Field ◽  
The Impact

Abstract We evaluate the impact of adding simple, accurate information to energy labels on consumers’ purchases through a large-scale field experiment with an online retailer of energy-using durables. In addition to the energy efficiency grades and energy usage information included in the standard EU labelling, we provide energy cost information at different aggregation levels. We find that providing lifetime energy costs leads to greater attention paid to low energy-efficiency class products during the search process and more purchasing, but has little impact on energy consumption in kWh or total cost of the products being purchased. Our results suggest that although customers do not understand the labels accurately, they still make nearly optimal decisions based on the coarse signals provided by labels. This is encouraging from a policy perspective because labels simplify the decision process and did not hurt economic-efficiency.

Biodata response elaboration: A large-scale field experiment

2010 ◽  
Author(s):  
Julia Levashina ◽  
Frederick P. Morgeson ◽  
Michael A. Campion
Keyword(s):  
Field Experiment ◽  
Large Scale ◽  
Scale Field ◽  
Large Scale Field

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

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