Training transfer as an emotional rollercoaster – the effects of transfer dynamics on a leader’s work-related well-being

Purpose This study extends recent advancements in transfer research by emphasizing a dynamic conceptualization of training transfer, with a particular focus on leadership development. Drawing on the Dynamic Transfer Model and the concept of affect variability, the study aims to examine how fluctuations in transfer satisfaction contribute to variations in workplace well-being. Design/methodology/approach Employing a weekly diary design, a sample of n = 62 leaders who previously completed leadership training programs provided weekly self-reports on training transfer satisfaction over a period of five consecutive weeks. In addition, work engagement and burnout tendency, serving as positive and negative indicators of work-related well-being, were assessed across three consecutive measurement points. Findings Linear regression analyses indicated that, in the medium term, burnout was related to variability in training transfer satisfaction, such that the association between average satisfaction and burnout tendency depended on individual variability in transfer satisfaction over time. The results indicate that adopting a dynamic perspective on training transfer requires careful consideration of the implications of its inherent fluctuations, extending the focus beyond behavioral outcomes to encompass psychological consequences. Originality/value The study contributes to the theoretical development of a dynamic transfer framework while also providing insights into factors that shape leaders’ workplace well-being over time.