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The intention of this study was to improve behavioral modeling's effectiveness by substituting managers for professional trainers and to evaluate the effect on 44 male supervisors using Kirkpatrick's four levels of evaluation: reaction, learning, behavior on the job, and performance. Twenty‐two supervisors were trained with six behavior modeling modules and the effect was compared to a control group consisting of 22 supervisors. The research also examined the effects of trainees’ self‐esteem and the perceived power of the trainers. The results showed that behavior modeling resulted in favorable reactions and an increase in learning, but did not produce behavior change on the job, or improved performance results. Power and self‐esteem did not moderate the training effectiveness. The findings are compared with previous behavior modeling research. The discussion concludes with a recommendation for researchers to identify more complete theoretical models which explain behavioral change on the job (e.g., Maltz's theory of psycho‐cybernetics) as opposed to relying solely on Bandura's social learning theory.
Russell et al. (Sat,) studied this question.