Organizational change and development (OCD) has been studied by researchers to identify the effectiveness of change initiatives. Because of the broad scope of interventions in OCD, these studies have covered a range of areas including multiple interventions and the methodological rigor used by researchers. However, few have looked at organizational versus individual change within an organization, to examine whether individual change is more effective than organizational change. The purpose of this study is to determine if organizational change occurs in a top down or bottom up manner. A meta-analysis was conducted using 238 field experiments. Each study was coded for intervention and organizational outcome and for individual or organizational level variables. Effect sizes were calculated for each study, each level, and each level by intervention and outcome measure. Results indicate that while OCD interventions overall had a moderate effect size, the level of intervention or outcome was not a moderating variable.

The purpose of this study was to examine how male and female leaders view their own effectiveness as compared to their objective performance. This study also examined sex and gender differences in subordinate's views of male and female leaders. Forty-two mixed-sex groups led by appointed male and female leaders were observed to assess objective and perceived leader effectiveness. Gender role of participants was assessed using the Bem Sex Role Inventory (BSRI). No sex or gender differences were found in objective leadership effectiveness. An unexpected finding was that male and female leaders perceived themselves accurately as leaders. Significant differences were found in the way male subordinates rated men and women leaders when taking into account gender role. Results indicated that the study of gender bias in leadership is complex and should be examined in conjunction with gender role. Social role theory helps to explain this bias.