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Field
Last Published
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Before
April 03, 2025 01:07 PM
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After
June 30, 2025 05:20 PM
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Field
Experimental Design (Public)
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Before
Half of the bank’s branches are enrolled in a supportive leadership program. In these branches, supervisors are invited to attend a two-day leadership training focused on developing effective communication and supportive leadership skills.
Following the intervention, we will compare treatment and control branches to assess whether supervisors act as a barrier to upward information flow. Using revealed behavioral outcomes, we will evaluate the extent to which improved communication and leadership skills help overcome these barriers.
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After
Half of the bank’s branches are enrolled in a supportive leadership program. In these branches, supervisors are invited to attend a two-day leadership training focused on developing effective communication and supportive leadership skills.
Following the intervention, we will compare treatment and control branches to assess whether supervisors act as a barrier to upward knowledge flow. Using revealed behavioral outcomes, we will evaluate the extent to which improved communication and leadership skills help overcome these barriers.
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Field
Secondary Outcomes (End Points)
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Before
Mechanisms:
Leader basic need support (self-reported)
Leader basic need support (employee reported)
Outcomes
Psychological safety,
Employee well-being,
Retention and productivity
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After
Mechanisms:
Supervisor-Supervisee Relationship (employee reported)
Leader basic need support (employee reported)
Psychological safety (employee reported)
Perceived Supervisor Knowledge Withholding (employee reported)
Outcomes
Employee well-being,
Employee Retention
Productivity of low performing/junior employees
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