Results

1. Transformational Leadership Measurement Model and Intervention for Expedition Leaders Samantha McElligott, Nichola Callow, Calum Arthur, Lew Hardy Institute for the Psychology of Elite Performance, School of Sport, Health and Exercise Sciences, Bangor University School of Sport University of Stirling Introduction Results continued Multi Level Analysis: (MLwiN 2.1): Intervention: The training intervention is currently being analysed. • Hattie and Marsh (1997) demonstrated that the effects of adventure programmes on self-esteem exceed that of other educational programmes (Hattie & Marsh, 1997). The first aim of the present research was to examine the impact of expeditions on general self-esteem of youth participants. • Leadership is known to be important in shaping constructs such as self-esteem and it is cited as being important in the expedition context (Kayes, 2004). Thus it is surprising that no theoretically guided research has examined the impact that leadership has in expeditions contexts. • Transformational leadership (Bass, 1985) positively impacts outcomes in a wide variety of contexts (e.g., sport, Callow et al., 2009; the military, Hardy et al., 2010). To this end, the second aim of the current research was to examine the impact of transformational leadership in the youth expedition context. However, there is no valid measure of transformational leadership for an expedition setting. Consequently, the research team also developed a contextually-relevant measure of transformational leadership. • Despite the wealth of literature citing positive effects of transformational leadership, field studies are still relatively infrequent (Dumdum, et al, 2002). Thus, an experimental study was carried out with expedition leaders to explore whether transformational behaviours could be modified. Discussion • Impact of Expeditions: • Expeditions have a significant, positive impact on general self-esteem. • Measurement Model: • The E-DTLI was shown to have robust psychometric properties in the expedition context. • Multi-Level Analyses: • Three of the behaviours were significant predictors of general self-esteem. • Higher levels of these behaviours result in higher levels of self-esteem in followers. • Intervention for Expedition Leaders: • Preliminary data analysis suggests that a training intervention theoretically underpinned by transformational leadership theory can have a significant and positive effect on participants, compared to a control group. Method • Participants: • Impact & Measurement: • 1808 UK School/College participants (913 male, 851 female, 44 n/a, Mage= 16.55 years), were asked to complete the Self Description Questionnaire III (SDQ III: Marsh & O’Neill, 1984) to measure general self-esteem. • Of these 1808, 1058 also provided data on 155 Expedition Leaders (109 male, 46 female) for the measurement study. • Developing a Leader Measure: • The Expedition Differentiated Transformational Leadership Inventory (E-DTLI) measure was developed, based on Hardy, et al’s, (2010) DTLI, to measure transformational leadership behaviours. The E-DTLI included 50 items (e.g. For the behaviour of individual consideration: ‘My Leader cares about my needs’) on the original 7 factors. • Training intervention: • Senior level trainers (3 male) delivered workshops to 24 leaders (14 male, 10 female). The control group consisted of 13 leaders (11 male, 2 female). • Procedure: • Impact & Measurement: • Training Intervention: • Senior staff were trained 3 months prior to 2013 expeditions, 2 additional booster sessions were also given. • Workshops took place 3-6 weeks prior to expedition departures. Afterwards, the research team reviewed the processes with the trainers. E-DTLI Model Expedition DTLI Mid-Test: Halfway through expedition Pre-Test: Day before expedition Post-Test: End of expedition References Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press. Callow, N., et al, (2009). Measurement of transformational leadership and its relationship with team cohesion and performance level. Journal of Applied Sport Psychology, 21, 395-412. Dumdum, et al, (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update. Transformational and Charismatic Leadership35-66. Kayes, D.C. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57, 1263-1284. Hardy, L., et al, (2010). The relationship between transformational leadership behaviors, psychological, and training outcomes in elite military recruits.Leadership Quarterly, 21, 20-32. Hattie, J., et al, (1997). Adventure Education and Outward Bound: Out-of-Class Experiences That Make a Lasting Difference. Review of Educational Research, 67, 43-87. Marsh, H.W., O’Neill, R. (1984). Self Description Questionnaire III: The Construct Validity of Multidimensional Self-Concept Ratings by Late Adolescents. Journal of Educational Measurement, 21, 153-174. Results Impact: A paired samples t-test revealed that general self-esteem increased significantly (p<.01) from pre- to post-test in both 2011 and 2012. Confirmatory Factor Analysis (Lisrel 8.72): The 29-item E-DTLI demonstrated a good fit to the data in both 2011 and 2012: Year 1: χ2 (356) = 969.02 p>.00 RMSEA= 0.05, CFI=.99, NNFI=.99. Year 2: χ2 (356) = 859.54 p>.00 RMSEA= 0.04, CFI=.99, NNFI=.99.