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THE LONG AND WINDING ROAD TO SELF-LEADERSHIP: ETHNOGRAPHIC INSIGHTS INTO EFFECTIVE TRAINING TRANSFER
Sanders, Ryan Scott
Sanders, Ryan Scott
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Thesis/Dissertation
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2025-05
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Business Administration/Strategic Management
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https://doi.org/10.34944/q1a8-sk12
Abstract
This dissertation identifies the mechanisms of action formation in self-leadership training, specifically focusing on the mechanisms that influence the transfer of knowledge from the trainer to the trainee and the retention of learning. The conclusions from the literature and this dissertation suggest that self-leadership concepts and behaviors can be internalized and applied by the trainee if the trainer continually adapts to changes in external context and internal dynamics. This dissertation uses ethnographic analysis of two multi-year client-consultant relationships to explore the factors that improve training transfer – that is changes in action or behavior due to training. Specifically, this dissertation identifies four paired social mechanisms that can be adjusted to link training to changes in behavior.
1) Aligning interests between trainees’ and organizational goals leads to focused, motivated attention so that trainees are open to new behaviors.
2) Presenting theory and application together facilitates learning by doing with understanding so that training transfer begins.
3) Offering and enforcing practice opportunities encourages habit formation through repetition and action or behavior change.
4) Reducing cognitive, emotional or physical overload creates the energetic space required to change and maintain new behaviors.
These findings help integrate leadership theories and connect them to applied leadership training. The key practical contribution is the exploration of the role feedback, timing and frequency have in optimizing transfer. The central theoretical contribution is the identification of new social mechanisms to improve training transfer.
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