Research projects Leading for Better Program ABN AMRO – VU

Research projects - Leading for Better Program ABN AMRO – VU
This page contains an overview of research projects and data as part of the ABN AMRO Bank N.V. – VU collaboration with regard to the design and delivery of the Leading for Better program (L4B).

Research Projects
With the exception of research project 1, VU will initiate the following research projects (2-7) with the aim to publish in peer-reviewed academic journals. Depending on data quality and number of participating respondents, equivalent research projects and publications aims may be pursued.

1. In-depth analysis of L4B program efficacy: Short-term and Long-Term Performance Effects.
In collaboration with ABN AMRO HR Analytics, this research project entails data analysis efforts to provide an answer to contextualized research questions, including:

a. What are the short-term and long-term performance effects of the L4B program
b. What contextual factors (i.e. personal attributes, work environment, and organizational context) reinforce and/or mitigate the L4B program intervention performance consequences.

2. Critical Leadership during Corporate Transformation: A Qualitative Investigation into Change Behaviors and Behavioral Change
The research project entails a qualitative exploration into the leadership behaviours in the financial sector. Specifically, the project aims to identify and categorize leaders’ behaviours (a) necessitated to effectuate organizational change and (b) leaders’ behaviours desired after an organizational change.

3. Career and Leadership during Corporate Transformation: A Quantitative Investigation into Career Development and Leader’s Strategic Renewal Behavior
The research project entails a quantitative investigation into the direct and interrelated influence of career commitment/development on a leader’s strategic renewal behaviour.

4. Commitment to Change and Leadership during Corporate Transformation: A Quantitative Investigation into Leadership, Change Disposition and Direct Report’s Strategic Renewal Behavior
The research project entails a quantitative investigation into the direct and interrelated influence of change commitment and leader’s behaviour (change) on a direct report’s strategic renewal behaviour.

5. Sustaining Organizational Performance during Corporate Transformation: A Quantitative Investigation into Team Dynamics, Renewal Behavior and Organization Performance
The research project entails a quantitative investigation into the direct and interrelated influence of team attributes and leader’s behaviour (change) on short-term and long-term organizational performance.

6. Stickiness of Behavioral Change: A Quantitative Investigation into the Transference Effect of Educational Interventions
The research project entails a quantitative investigation into the influence of training transference on short-term (immediate) and long-term (sustained) personal and organizational goals.

7. Design and Delivery of Leadership Educational Programs: Reflections and Guidelines
The research project entails a qualitative exploration into the ‘processes’ required to develop and deliver an educational program aimed to accelerate strategic and organizational change. Specifically the project will focus on (a) narrative reflections with regard to objectives, delivery, and assessment, and (b) on developing a program development framework.