Short-term training and its effect on management style in human services
Reynolds, Stuart William
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Head start directors were investigated to determine their management styles and comparisons were made pre/post training. The goal of training was to influence a cognitive change toward a team management approach based on the Managerial Grid Theory. Results indicated a significant positive difference between experimental and control groups suggesting an increased team management style and decreased do-nothing style among the experimental group. Recommendations were made for the length of training needed to influence management style. Differences in past research designs and potential applications to government training in light of federal budget cutbacks were discussed.