Research by Douglas Lindsay

by Peggy Anthony published Nov 10, 2017 02:35 PM, last modified Sep 11, 2018 02:19 PM

Leader Influences on Training Effectiveness: Motivation and Outcome Expectation Processes

Authors: Anne Scaduto, Douglas Lindsay, & Dan Chiaburu

Abstract: Training effectiveness is a function of trainee characteristics, training design and contextual factors. Social exchanges in the work environment have received less attention compared with other training effectiveness predictors. We focus on the extent to which leaders (through their relationships and exchanges with followers) influence skill transfer, maintenance and generalization. We also examine two intervening processes (training motivation and outcome expectancy). Our findings, based on surveys from 495 employees, argue for the importance of leader–member exchange for training transfer, with training motivation and outcome expectancy as intervening mechanisms.

Citation: Scaduto, A., Lindsay, D., & Chiaburu, D. (2008). Leader influences on training effectiveness: Motivation and outcome expectation processes. International Journal of Training and Development, 12, 158-170.

Link: http://sethfreigroupcomm.pbworks.com/f/Leader%20Influences%20on%20Training%20Effectiveness.pdf


Freefall, Self-Efficacy, and Leading in Dangerous Contexts

Authors: Steven Samuels, Craig Foster, & Douglas Lindsay

Abstract: We examined whether completion of a military Freefall parachuting program enhanced self-efficacy in the domains of leader self-control and leader assertiveness. The Freefall program was particularly suited for self-efficacy development because Freefall required personal mastery to overcome a substantial perceived risk. We surveyed participants at the beginning and end of the Freefall program. We also distributed a subsequent survey nine months later that allowed us to compare leader self-efficacy as a function of participation in Freefall and a similarly risky but less mastery-oriented Soaring program (i.e., flying gliders). The obtained results indicated that successful performance in Freefall, but not in Soaring, contributed to leader self-control and leader assertiveness. The implications for leading in dangerous and traditional contexts are discussed.

Citation: Samuels, S., Foster, C., & Lindsay, D. (2010). Freefall, self-efficacy, and leading in dangerous contexts. Military Psychology: Special Issue: Leadership in Military and Other Dangerous Contexts, 22,117-136.


Shared Leadership in the Military: Reality, Possibility, or Pipedream?

Authors: Douglas Lindsay, David Day, & Stanley Halpin

Abstract: Shared leadership involves building a broader and deeper capacity for leadership that goes beyond a formally appointed leader. Several models of team leadership are reviewed, distinguishing between the leadership of teams from leadership in teams. Shared leadership is a variant of the latter in which everyone on the team is responsible for leadership and where leadership emerges through patterned interactions of team members. Overall, shared leadership appears to be a possibility for the military— and one that is needed because of the increasing complexity of missions—but efforts need to be undertaken to incorporate it into formal training and doctrine.

Citation:  Lindsay, D. R., Day, D. V., & Halpin, S. M. (2011). Shared leadership in the military: Reality, possibility, or pipedream? Special Issue on Military Leadership: Past, Present, and Considerations for the Future. Military Psychology, 23, 528-549.


Coaching in Organizations: The Importance of Meeting Expectations

Authors:  Douglas Lindsay & Robert Jackson

Abstract: Many practitioners focus on the effectiveness or implementation of coaching programs within their organizations.  However, there is something that many organizations do that hinders such programs before they even start.  Stating that the organization has employee programs and then doing nothing about them is a dangerous situation.  Setting up employee expectations creates a psychological contract breach that is detrimental to the employee and the organization.  This article examines the consequences of failing to meet those expectations.

Citation: Lindsay, D., & Jackson, J. (2013) Coaching in organizations: The importance of meeting expectations.  International Journal of Mentoring and Coaching, 11, 71-76.


Overcoming Leadership Challenges: International Perspectives

Editors: Douglas Lindsay & Dave Woycheshin

Abstract:  Adaptive leadership is a topic that is crucial in today’s military environment.  It is clear that the role of the military has changed since the end of the Cold War and the emergence of current terrorist threats. Adaptive leadership is not a new concept, but the demands on today’s military highlight the necessity for military leaders to have this adaptive ability to be effective. The challenge for military organizations is to ensure that military leaders receive the training and experience necessary to learn and develop their adaptive leadership abilities. Adaptive Leadership in the Military Context: International Perspectives covers adaptive leadership from the level of the individual leader to the doctrinal level. The complexity of adaptive leadership is evident from the competencies necessary to be an effective adaptive leader. Topics discussed in this volume include systems thinking, critical thinking and ethical decision making. At the doctrinal level, it is interesting to note that Canada, Indonesia, New Zealand, and South Africa are all in the process of renewing their leadership doctrine to reflect the changes required in today’s military leadership. Adaptive leadership is a key concept in all of these nation’s leadership development programs.

Citation: Lindsay D. & Woycheshin, D. (Eds.) (2015). Overcoming Leadership Challenges: International Perspectives. Canadian Defense Academy Press.