A State of Change: Evaluating the Effectiveness of LEAD Tennessee

dc.contributor.advisor Frame, Mark
dc.contributor.author McClure, Jessie
dc.contributor.committeemember Hein, Michael
dc.contributor.committeemember Moffett, Richard
dc.contributor.department Psychology en_US
dc.date.accessioned 2018-06-05T20:04:53Z
dc.date.available 2018-06-05T20:04:53Z
dc.date.issued 2018-03-23
dc.description.abstract More and more organizations are looking to become a learning organization, in which they focus more on their employee’s development and put this developmental focus at the forefront of their organization’s initiatives to increase organizational effectiveness. One way that organizations can do this is through the use of leadership development programs that have a variety of components to increase the employee’s skills and development them beyond their current state. The current study empirically evaluates LEAD Tennessee, a state-run leadership development program with an executive coaching component. The results of this study indicate that there is a significant change in time one and time two 360-degree feedback ratings (one year apart) for the manager and peer rating sources, but not for the direct report rating source. Additionally, statistical interactions between the coach and coach gender were examined to determine if certain coaches had an impact on specific rating sources and competencies. These interactions were not significant. Limitations, future research and the overall implications of this study are also discussed.
dc.description.degree M.A.
dc.identifier.uri http://jewlscholar.mtsu.edu/xmlui/handle/mtsu/5663
dc.publisher Middle Tennessee State University
dc.subject 360-degree feedback
dc.subject Coaching
dc.subject Public Sector
dc.subject.umi Psychology
dc.thesis.degreegrantor Middle Tennessee State University
dc.thesis.degreelevel Masters
dc.title A State of Change: Evaluating the Effectiveness of LEAD Tennessee
dc.type Thesis
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