Uncovering the role of Managerial Evidence Use in the Employee Experience of Leadership and Learning

Denise Jepsen, Denise M. Rousseau

Research output: Contribution to conferencePaperpeer-review


This study is a first investigation of how subordinates view their managers’ use of evidence-based management practices. Employees (n = 274) in eighteen eldercare homes were surveyed on the practices and leadership their managers displayed, their own personal well-being, and assessment of unit performance. An eight-item scale was developed to assess managerial use of evidence in making work-related decisions. Results suggest that employee reports of their manager’s use of evidence are related to leader-member exchange, trust in supervisor, and indicators of work-based learning. Findings also suggest that evidence use has a positive effect on assessment of organisational performance and a negative effect on employee distress, both effects mediated by workplace learning. Implications are presented for leadership theory, future research and management practice.
Original languageEnglish
Publication statusPublished - 21 Feb 2016
EventAcademy of Management HR International Conference - University of New South Wales, Sydney, Australia
Duration: 20 Feb 201622 Feb 2016
Conference number: 2


ConferenceAcademy of Management HR International Conference
Abbreviated titleAoM HR
Internet address


  • Evidence-based management
  • leadership
  • learning
  • leader-member exchange
  • Trust


Dive into the research topics of 'Uncovering the role of Managerial Evidence Use in the Employee Experience of Leadership and Learning'. Together they form a unique fingerprint.

Cite this