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dc.contributor.authorM. Rosch, David
dc.contributor.authorCaza, Arran
dc.date.accessioned2017-05-03T16:04:52Z
dc.date.available2017-05-03T16:04:52Z
dc.date.issued2012
dc.date.modified2013-06-13T04:01:41Z
dc.identifier.issn15529045
dc.identifier.urihttp://hdl.handle.net/10072/47523
dc.description.abstractResearch involving students (N=612) at a large, research-extensive university who participated in voluntary short-term leadership programs showed an increase in leadership capacity, even when measured three months later. A popular assessment tool, the Socially Responsible Leadership Scale (SRLS), was used. Not all leadership competency scores showed significant increase after training, which may indicate that some leadership capacities may be more amenable than others to development through short-term programs. However, most competency scores displayed stronger relationships with each other after training, suggesting that training fostered a more integrated understanding of leadership. In addition, the analysis suggested the need for further study of the SRLS.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherAssociation of Leadership Educators
dc.publisher.placeUnited States
dc.publisher.urihttps://journalofleadershiped.org/jole_issues/2012-vol-11-issue-1-2/
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom28
dc.relation.ispartofpageto48
dc.relation.ispartofissue1
dc.relation.ispartofjournalJournal of Leadership Education
dc.relation.ispartofvolume11
dc.rights.retentionY
dc.subject.fieldofresearchOrganisational Behaviour
dc.subject.fieldofresearchcode150311
dc.titleDurable effects of short-term programs on student leadership development
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued2012
gro.hasfulltextNo Full Text
gro.griffith.authorCaza, Arran


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