An evaluation of education for creating industrial democracy

This study was conducted to examine how a group of supervisors responds to training designed to help them develop democratic leadership skills. It used an action research method, involving supervisors in training which provides an opportunity for reflection on leadership roles and skill building in areas essential to democratic leadership. The study employed a chronological time series analysis using a pre-workshop written self-assessment, videotaping of role playing exercises, a post-workshop written evaluation, and focus group interviews conducted ten weeks after the training. Findings from the study were; 1. Supervisors clearly perceived the training to be useful to them in preparing them to become democratic leaders. 2. Supervisors did not exhibit resistance as predicted in the review of literature, but did share new insights regarding their concerns about becoming democratic leaders. 3. Supervisors did perceive that they had changed their views on leadership as a result of the training. 4. Supervisors did perceive that they had improved specific skills needed to function as democratic leaders. 5. Supervisors did not identify immediate changes in their behavior which they thought might be a result of the training, but identified reasons for delays in changing their behaviors. The numerous claims in the literature that companies should invest in training in order to create a more participative climate are supported by this study. This action research project also confirms the use of emancipatory learning processes as beneficial in the work environment.