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

Denise Jepsen; Denise M. Rousseau

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

Denise Jepsen, Denise M. Rousseau

Department of Management

Research output: Contribution to conference › Paper › peer-review

Abstract

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 language	English
Publication status	Published - 21 Feb 2016
Event	Academy of Management HR International Conference - University of New South Wales, Sydney, Australia Duration: 20 Feb 2016 → 22 Feb 2016 Conference number: 2 https://www.business.unsw.edu.au/Campaigns-Site/hric/Documents/HRIC%202016%20eBrochure.pdf

Conference

Conference	Academy of Management HR International Conference
Abbreviated title	AoM HR
Country/Territory	Australia
City	Sydney
Period	20/02/16 → 22/02/16
Internet address	https://www.business.unsw.edu.au/Campaigns-Site/hric/Documents/HRIC%202016%20eBrochure.pdf

Keywords

Evidence-based management
leadership
learning
leader-member exchange
Trust

EBM: Employee perceptions of the use of evidence in management
Jepsen, D. (Primary Chief Investigator) & Rousseau, D. M. (Partner Investigator)
3/02/14 → …
Project: Research

How managerial evidence use relates to employee perceptions of leadership
Jepsen, D. & Rousseau, D. M., 2019, Working for the greater good: Inspiring people, designing jobs and leading organizations for a more inclusive society: Abstract Book of the 19th Eawop Congress. Turin, Italy: European Association of Work and Organizational Psychology (EAWOP), p. 286-287 2 p.
Research output: Chapter in Book/Report/Conference proceeding › Conference abstract › peer-review

Open Access
Managerial attitudes and perceived barriers regarding evidence-based practice: An international survey
Barends, E., Villanueva, J., Rousseau, D. M., Briner, R. B., Jepsen, D. M., Houghton, E. & Ten Have, S., 3 Oct 2017, In: PLoS ONE. 12, 10, p. 1-15 15 p., e0184594.
Research output: Contribution to journal › Article › peer-review

Open Access
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Cite this

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title = "Uncovering the role of Managerial Evidence Use in the Employee Experience of Leadership and Learning",

abstract = "This study is a first investigation of how subordinates view their managers{\textquoteright} 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{\textquoteright}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. ",

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T1 - Uncovering the role of Managerial Evidence Use in the Employee Experience of Leadership and Learning

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N2 - 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.

AB - 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.

KW - Evidence-based management

KW - leadership

KW - learning

KW - leader-member exchange

KW - Trust

M3 - Paper

T2 - Academy of Management HR International Conference

Y2 - 20 February 2016 through 22 February 2016

ER -

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

Abstract

Conference

Keywords

Fingerprint

Projects

EBM: Employee perceptions of the use of evidence in management

Research output

How managerial evidence use relates to employee perceptions of leadership

Managerial attitudes and perceived barriers regarding evidence-based practice: An international survey

Cite this