Did you know that 87% of all trainers make up the statistics they reference during their speeches?

Actually, what you just read is not true—we fabricated that statistic to demonstrate how easy it is to provide believable, potentially-misleading information. And although the statistic was invented to make a point, the sad truth is many people provide facts and figures they claim are valid—even though there is no solid research or statistically significant data to back up their claim. Just because it sounds believable does not make it the truth!

Neil Dempster occasionally cites statistics and/or research studies during his training programs. Listed below are the references to back up his data. Not every reference listed is used during every training program. All references are listed in alphabetical order based on author.

References

Research demonstrating that leadership/management daily interactions with employees have the strongest influence on workplace normative patterns (e.g., work ethic).

• Biglan, A. (2009). Increasing psychological flexibility to influence cultural evolution. Behavior and Social Issues, 18(10649506), 1-10.
• Clawson, J. (2009). Level three common sense. Management Decision, 47(3), 470-480.

Research demonstrating that managers have a significant impact on employee transfer of learning.

• Broad, M.L., & Newstrom, J.W. (2002). Transfer of training. New York: HarperCollins Publishers.
• Longenecker, C. O. (2010). Coaching for better results: Key practices of high performance leaders. Industrial and Commercial Training, 42(1), 32.

Discussion of the limitations individuals place on themselves as it pertains to continuous learning (maximizing the use of all levels of intelligence).

• Gardner, H. (1983). Frames of mind: The theory of multiple intelligences (pp. 59-70). New York, NY: Basic Books.

Discussion of financial impact (ROI) of organizational investment in high-performance work practices.

• Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal 38(3), 656-658.

Research supporting the 'feedback receptivity' strategy to better engage employees during performance feedback.

• Kaymaz, K. (2011). Performance feedback: Individual based reflections and the effect on motivation. Business and Economics Research Journal, 2(4), 115-134.
• Leung, K., Su, S., & Morris, M. W. (2001). When is criticism not constructive? The roles of fairness perceptions and dispositional attributions in employee acceptance of critical supervisory feedback. Human Relations, 54(9), 1155-1187.
• Mitchell, L. D. (2010). Emotional responses to performance appraisal feedback: Implications for organizations. The Journal of Applied Business and Economics, 11(4), 82-108.

Research demonstrating how creativity changes as individuals age and the impact of environmental conditions on the creative process.

• Land, G., & Jarman, B. (1992). Breakpoint and beyond: Mastering the future—today (pp. 153-154). New York, NY: HarperCollins Publishers.

Research demonstrating the connection between training strategy and a hierarchy of performance outcomes.

• Santos, A., & Stuart, M. (2003). Employee perceptions and their influence on training effectiveness. Human Resource Management Journal 13(1), 27-45.

Discussion of research demonstrating that approximately 50 percent of almost every personality trait is attributable to genetic inheritance.

• Seligman, M. E. P. (2002). Authentic happiness: Using the new positive psychology to realize your potential for lasting fulfillment (p. 47). New York, NY: The Free Press.

Research demonstrating that increases in narcissism levels in society impact how managers lead, manage and coach.

• Thomaes, S., Bushman, B. J., Orobio de Castro, B., & Stegge, H. (2009). What makes narcissists bloom? A framework for research on the etiology and development of narcissism. Development and Psychopathology, 21(4), 1233-1247.

Research supporting the hypothesis that a focus on organizational 'culture' should be a priority to improve workplace safety.

• Krause, T., & Weekley, T. (2005). Safety leadership: A four-factor model for establishing a high-functioning organization. Professional Safety, 50(11), 34-40.