Learning Tactics Inventory (LTI)
The Learning Tactics Inventory (LTI) instrument measures an individual’s learning ability and their learning behavior. LSI is meant for improving an individuals learning ability through experience. This instrument is used specifically for career or management development, introducing the participant to learning management concepts and leadership skills.
Participants are required to respond to 32 items using a 5-point scale which ranges from “I have almost never used this approach” to “almost always used this approach.” Approximately 15 minutes is required for completion.
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Author
Maxine Dalton, 1999
Reliability and Validity
The psychometric measure were taken from participants enrolled in a two year course at the Center for Creative Leadership. Internal Consistency was reported above 0.70 for all scales, along with an item-to-total correlation of 0.35 or greater. Construct validity studies comparing the LTI and three scales from Prospector, an instrument used to quantify experience learning ability (McCall, Spreitzer, & Mahoney, 1996). Alpha coefficients of 0.88, 0.82, 0.83 were calculated for those scales.
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Administration, Analysis and Reporting
Statistics Solutions consists of a team of professional methodologists and statisticians that can assist the student or professional researcher in administering the survey instrument, collecting the data, conducting the analyses and explaining the results.
For additional information on these services, click here.
References
Brett, J. M. (1984). Job transitions and personal and role development. In K. M. Rowland & G.R. Ferris (vol. 2) (Eds.), Personnel and human resources management (pp. 155–183). Greenwich, CT: JAI Press.
Dalton, M. (1999). Learning tactics inventory. San Francisco: Jossey Bass. View
Dalton, M. (2001). Becoming a more versatile learner. Greensboro, NC: Center for Creative Leadership. View
Green, M. F., & McDade, S. A. (1991). Investing in higher education: A handbook of leadership development. Washington, DC: American Council on Education. View
Hill, L. A. (2003). Becoming a manager. Boston: Harvard Business School Press. View
Management Books)
Mathis, R. L., & Jackson, J. H. (2006). Human resource management (11th ed.). Cincinnati, OH: South- Western. View
Human Resources & Personnel Management Books)
McCall, M. W., Jr., Lombardo, M., & Morrison, A. M. (1988). The lessons of experience. Lexington, MA: Lexington Books.
McCall, M. W., Jr., Spreitzer, G., & Mahoney, J. J. (1996). Prospector. Greensboro, NC: Center for Creative Leadership.
McCauley, C. D., Ohlott, P. J., & Ruderman, M. N. (1989). On-the-job development: A conceptual model and preliminary investigation. Journal of Managerial Issues, 1(4), 142–158.
Nicholson, N., & West, M. (1988). Managerial job change: men and women in transition. Cambridge, UK: Cambridge University Press. View
Review of the Learning Tactics Inventory by Kathleen A. Dolgos, Kutztown Univeristy of Pennsylvania, Kutztown, PA.
Review of the Learning Tactics Inventory by William B. Michael, University of Southern California, Los Angeles, CA.
Seibert, K. W., Hall, D. T., & Kram, K. (1995). Strengthening the weak link in strategic executive development: Integrating individual development and global business strategy. Human Resources Management, 34, 529–547.
Wergin, J. F. (2003). Departments that work. Bolton, MA: Anker. View
Journals and Dissertations
Barry Z. Posner (2009). Understanding the learning tactics of college students and their relationship to leadership. Leadership & Organization Development Journals, Vol.30, Issue 4, 386-395.
David Noer (2008). A Comparison of Saudi Arabian and United States Managerial Learning Tactics. International Journal of Management.