1. Scientific research shows…
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A year-long university research study showed: Managers who take
the Dale Carnegie Course® increase employees’ productivity and loyalty!
According to thirty years of scientific research around the world ~ whether outcomes are measured
subjectively or objectively ~ Transformational Leadership has the strongest and most positive impact on
• Higher levels of employee motivation and job satisfaction
• Higher individual employee job performance
• Greater group and organizational performance
• Higher rated performance of leader-managers
• Reduced workplace deviance (such as stealing)
• Increased employee commitment to the employer
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Leaders who took the Dale Carnegie Course were rated by their employees as being 14% better at
• Getting others to do more than they expected to do
• Heightening others’ desire to succeed and increasing their willingness to try harder
• Being effective in meeting others’ job-related needs and leading effective work groups
• Meeting organizational requirements more effectively
• Effectively representing his/her group to higher authority
•••• Working with others and using methods of leadership that are satisfying to others
How do organizations develop or enhance their leader-managers’ transformational leadership skills?
Research has shown no other effective transformational leadership development program that
• has been scientifically studied and validated, and
• is readily available around the country
for leader-managers:
• from diverse fields or industries,
• regardless of the number of directly- and indirectly-reporting subordinates.
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2. The Dale Carnegie Course is far more relevant and powerful than it may have commonly been
perceived in the market before scientific research was conducted!
Leadership is the single most important factor determining the success of organizations
(Hui, Chiu, Yu, Cheng & Tse, 2007; van Eeden, Cilliers & van Deventer, 2008; Gandossy & Nidhi, 2009).
Which style of leadership is most effective? Answer: Transformational Leadership
(Burns, 1978; Bass, 1984, 1997; Truckenbrodt, 2000; Bass & Avolio, 2002; Judge & Piccolo, 2004;
Bommer, Rich & Rubin, 2005; Brown & Trevino, 2006; Nielsen, Yarker, Brenner, Randall & Borg, 2008).
Research was conducted using the Multifactor Leadership Questionnaire (MLQ) for leader-
managers and 3 – 10 of their work associates who assessed the leader-managers with the 360°
version of the MLQ both before and after the Dale Carnegie Course®
• “…the most widely used measure of transformational leadership” (Moss & Ritossa, 2007)
• Reliable and valid; used in nearly 300 research projects by 2003 (Bass & Avolio, 2004),
& hundreds more since then
Improvement in 8 week Dale Carnegie Course® Combined MLQ Scores
(p < .01 Statistical Significance) and Percentile Rankings
Compared to 27,285 Other Leader-Managers Assessed with the MLQ & MLQ 360°
Positive Difference in Positive Difference in
Transformational Leadership: Combined MLQ Scores Percentile Ranking
Idealized Influence (Attributed) 20% 15 pts.
Idealized Influence (Behavior) 19% 13 pts.
Inspirational Motivation 26% 20 pts.
Intellectual Stimulation 15% 17 pts.
Individual Consideration 16% 14 pts.
Transactional Leadership:
Contingent Reward 12% 13 pts.
Management-by-Exception (Active) Not statistically significant
Passive-Avoidant Leadership:
Management-by-Exception (Passive) Not statistically significant
Laissez-Faire Not statistically significant
Outcomes of Leadership:
Extra Effort 14% 10 pts.
Effectiveness 13% 16 pts.
Satisfaction with Leadership 14% 12 pts.
The five Transformational Leadership skills plus the Contingent Reward factor of Transactional
Leadership is the most effective combination of leadership (Webb, 2007).
Dale Carnegie Course® instructors assessed by the MLQ and MLQ 360° by course participants
scored in the 81st
percentile of 27,285 assessed leader-managers. © Donald R. Osborne