Although research has indicated no substantial differences between the behaviors of male and female leaders, differences exist in perceptions of these behaviors. Leadership continues to be described in stereotypically masculine terms, although some evidence exists that an androgynous leadership style also may be related to perceptions of leadership. This study examined whether self‐perceptions of masculine gender role characteristics would predict individuals who were perceived by others as leaders on a team project and if other self‐report measures might be used instead to predict leadership. Results indicate that both attitude toward leadership and leadership experience were stronger predictors of leader emergence than masculine gender role.
Engagement has been defined in a variety of ways. Engagement in the workplace generally is viewed as a positive, fulfilling, affective-motivational state of work-related well-being. Due to its structural relationship between antecedents (e.g., job resources and personal resources) and consequences (e.g., performance and turnover intention), work engagement has been receiving considerable attention from both scholars and practitioners in the fields of human resource development (HRD), organization development (OD), psychology, and business. In spite of this popularity, there is a scarcity of empirical research on work engagement in the academic literature. The relationship between work engagement and performance, in particular, is deserving of attention given our field's focus on performance improvement. In this article, we review and analyze relevant research and then propose a research agenda to guide future research on this topic. Conclusions and implications for HRD and OD are discussed.
Engagement as an area of increasing interest has been discussed in terms of a wide array of organizational policies, practices, and outcomes. This study focuses on a specific aspect of work engagement and its relationship with leadership practices and the outcome of knowledge creation. The mediating effect of employees' work engagement level was assessed to explain the relationship between transformational leadership and organizational knowledge creation practices in the Korean business context. A total of 432 cases were collected from Korean for‐profit organizations. Hierarchical multiple regression analysis and structural equation modeling were used along with basic descriptive analysis and interconstruct correlation analysis to examine the structural relationships and the mediating effect among the constructs. Results found transformational leadership to be a statistically significant construct that has an impact on employees' work engagement and organizational knowledge creation practices. Additionally, employees' work engagement was found to be a statistically significant mediator that explains the relationship between transformational leadership and organizational knowledge creation practices.
The primary purpose of this research was to assess the effect of learning organization culture on the linkage between interpersonal trust and organizational commitment. The study sample was obtained from employees of two major Korean conglomerates. Online questionnaires were completed by 321 respondents. Structural equation modeling (SEM) was used to detect the effects of learning organization culture on the basis of the model fit to data comparisons and the significance of path coefficient estimates in the hypothesized model. The results suggest that learning organization culture works as a mediating variable to explain the association between interpersonal trust and organizational commitment. Recommendations for future research and implications for human resource development research and practice are discussed.Note: In the controlled model, the path between the constructs of interpersonal trust and organizational commitment was controlled to zero.
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