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Research Summary 13 - Development of the Discovery Leadership Profile for the Public Sector
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January, 2007
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Discovery Learning, Inc.
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Abstract: Discovery Learning created a comprehensive, but concise and efficient multi-rater assessment tool for providing feedback to leaders in the public sector about their performance in that unique environment. It is administered online. Fifteen leadership competencies critical for that sector were identified through a focused evaluation involving sector professionals. Assessment items for these competencies were carefully selected and tested. Statistical analysis revealed any redundancies. As a result of this thorough process, the Discovery Leadership Profile of the Public Sector was created.
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Research Summary 12 - Development of the Discovery Leadership Profile for Public Health
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May, 2006
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Discovery Learning, Inc.
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Abstract: Discovery Learning created a comprehensive, but concise and efficient multi-rater assessment tool for providing feedback to leaders in the public health sector about their performance in that unique environment. It is administered online. Fifteen leadership competencies critical for that sector were identified through a focused evaluation involving sector professionals. Assessment items for these competencies were carefully selected and tested. Statistical analysis revealed any redundancies. As a result of this thorough process, the Discovery Leadership Profile for Public Health was created.
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Research Summary 11 - Development of the Discovery Leadership Profile
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April, 2005
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Discovery Learning, Inc.
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Abstract: Discovery Learning created a comprehensive, but concise and efficient multi-rater assessment tool for providing feedback to leaders about their performance. It is administered online. Ten critical leadership competencies were identified through an extensive, broad-based approach across industries. Assessment items for these competencies were carefully selected and tested. Statistical analysis revealed any redundancies and also assured that raters were consistently measuring particular items. As a result of this thorough process, the Discovery Leadership Profile was created.
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Research Summary 8 - Change Style Indicator & MBTI: Is There a Connection?
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March, 2003
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Discovery Learning, Inc.
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Abstract: This study explores the correlation of Change Styles with personality measures of the Myers-Briggs Types. It examines the distribution of Change Style scores with the 16 personality types and it evaluates the differences in CSI mean scores for each of the MBTI dimensions of personality.
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Research Summary 9 - Business Benefits of Team Learning
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March, 2003
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Discovery Learning, Inc.
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Abstract: An effective, team learning process can be defined, the learning can be measured, and the results can be applied to “real” work in a relatively short time. To achieve these results, the learning experience needs to be experiential rather than didactic. The critical learning is gained from the interactive nature of the learning experience coupled with the abilities to measure relevant details, to reflect on success and failure, and to participate in the identification of needed changes and modifications.
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Research Summary 10 - Development of a Simulation Classification System
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March, 2003
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Discovery Learning, Inc.
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Abstract: A system for classifying simulations has been developed to make their use more reliably successful. Use of this system can help consultants and trainers determine which simulations are appropriate for a stated situation given the desired level of participant interactions and the predictability of outcomes as well as the facilitator’s own level of competence and skill.
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Research Summary 7 - Debunking Myths About Decision Makers
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January, 2000
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Discovery Learning, Inc.
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Abstract: This study explores conventional wisdom about decision-makers and the practice of including others in the decision-making process. Two generally accepted beliefs are examined: are women more inclusive of others than are men when making decisions and have managers become more generally inclusive of others when making decisions.
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Research Summary 6 - Organizational Culture & Bottom-Line Performance
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September, 1999
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Discovery Learning, Inc.
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Abstract: Together these studies examine the existence of cultural traits that affect organizational effectiveness. These studies also examine the actual impact of these cultural traits on performance measures such as return-on-assets, return-on-investment, quality, sales growth, employee satisfaction and profits.
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Research Summary 5 - Participation and Decision Making Affect the Bottom-Line
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March, 1999
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Discovery Learning, Inc.
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Abstract: This study explores employee participation and decision-making practices as predictors of an organization’s financial performance The study uses factors from the Survey of Organizations to indicate organizational operational behavior. Organizational performance is defined by financial indicators such as return-on-investment and return-on-sales. Two indexes from the Survey, organization-of-work and decision-making practices, are found to have interesting connections to performance.
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Research Summary 4 - How Do People Respond Differently to Change?
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November, 1998
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Discovery Learning, Inc.
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Abstract: This study explores why people respond to and react to change differently. Three separate change styles and their observable differences are noted. The findings are helpful in understanding interpersonal and organizational dynamics during change and the related conflicts individuals experience arising from their preferences for dealing with change.
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Research Summary 3 - Who's Better, Men or Women?
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April, 1998
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Discovery Learning, Inc.
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Abstract: The study examines whether perceptual differences exist in management behaviors performed by men and women. The study also examines whether men and women working on managerial developmental goals in the workplace are perceived differently. The observed differences are interesting.
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Research Summary 2 - Selecting Developmental Goals
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February, 1998
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Discovery Learning, Inc.
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Abstract: This study examines the developmental goals most frequently selected by managers. The study also examines the differences and similarities in the goals selected by men and women.
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Research Summary 1 - Readiness to Learn & Transfer of Learning
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July, 1993
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Discovery Learning, Inc.
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Abstract: This study examines factors that affect a manager’s readiness to learn from an assessment-based leadership development experience as well as a manager’s capacity to transfer the learning into the workplace. The findings indicate that certain controllable events can enhance the learning experience.
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