The Effect of Self-Leadership Training on Detached Concern and the Proactivity of Human Service Professionals

Autor/inn/en	Botke, Jolanda A.; van Woerkom, Marianne
Titel	The Effect of Self-Leadership Training on Detached Concern and the Proactivity of Human Service Professionals
Quelle	In: International Journal of Training and Development, 27 (2023) 2, S.281-300 (20 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Zusatzinformation	ORCID (Botke, Jolanda A.) ORCID (van Woerkom, Marianne)
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1360-3736
DOI	10.1111/ijtd.12300
Schlagwörter	Leadership Training; Human Services; Professional Personnel; Altruism; Interaction; Behavior Change; Leadership Effectiveness; Emotional Response; Self Efficacy; Program Effectiveness; Intervention + Suchen Sie Ihr Suchwort? Führungslehre; Humanitäre Hilfe; Personalbestand; Altruistic behavior; Altruismus; Interaktion; Führungseffizienz; Emotionales Verhalten; Self-efficacy; Selbstwirksamkeit
Abstract	This paper describes a field experiment with a self-leadership training aimed at helping human service professionals to improve their detached concern and proactivity. Whereas detached concern refers to a state in which human service professionals blend compassion with emotional distance in their interaction with clients, proactivity refers to self-starting and change-oriented behaviour to enhance personal or organizational effectiveness. Based on self-leadership theory, we hypothesized that self-leadership training can enhance detached concern and proactivity. Moreover, based on behavioural plasticity theory, we hypothesized that training participants who are low in occupational self-efficacy are more susceptible to the external influence of self-leadership training, than individuals with higher levels of occupational self-efficacy. We conducted a field experiment with a sample of 223 human service professionals who were either assigned to a training group (n = 94), or a wait-list control group (n = 129). In a 3-month follow-up study, we found that self-leadership training had a positive effect on detached concern and that the intervention was especially effective for participants with low to medium initial levels of pretraining occupational self-efficacy. However, the intervention did not affect participants' level of proactivity. This study adds to the literature on workplace learning by demonstrating the potential of a self-leadership training for the transfer maintenance of newly developed soft skills (i.e., detached concern and proactive behaviour) to the workplace and by pinpointing occupational self-efficacy as an individual predisposition that influences training success. (As Provided).
Anmerkungen	Wiley. Available from: John Wiley & Sons, Inc. 111 River Street, Hoboken, NJ 07030. Tel: 800-835-6770; e-mail: cs-journals@wiley.com; Web site: https://www.wiley.com/en-us
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01