Human capital resource emergence and leadership

Eckardt, Rory; Tsai, Chou-Yu; Dionne, Shelley D.; Dunne, Danielle D.; Spain, Seth M.; Park, Jin Won; Cheong, Minyoung; Kim, Jayoung; Guo, Jie; Hao, Chanyu; Kim, Eung Il

doi:10.1002/job.2446

Cited by 11 publications

(15 citation statements)

References 167 publications

(242 reference statements)

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“…Last, an emphasis on simple rules in theory may aide in uncovering potential universal factors associated with many emergent phenomena in organizations. It is increasingly acknowledged that several unit-level emergent states have interconnected elements (Eckardt et al, in press; Eckardt & Jiang, 2019; Kozlowski, 2019), and this may mean there is overlap in the underlying simple rules guiding behavior. Wolfram (2002) is also explicit about this potential benefit:The simpler a structure is, the more likely it is that it will show up in a wide diversity of different places.…”

Section: The Futurementioning

confidence: 99%

Multilevel Methods and Statistics: The Next Frontier

Eckardt

Yammarino

Dionne

et al. 2020

Organizational Research Methods

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The purpose of this article is to take stock of extant multilevel methodological and statistical work and highlight needed areas for future research. A basic overview of the history and progression of multilevel methods and statistics in the organizational sciences is provided, as well as a discussion of recent developments to summarize the current state of the science. The eight articles in the current feature topic are also summarized and integrated to depict several themes and directions for the next wave of multilevel methods and statistics. Last, to highlight what still needs to be accomplished in the field, several unresolved issues and future research topics are noted and an agenda related to future multilevel work is discussed.

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Section: The Futurementioning

confidence: 99%

Multilevel Methods and Statistics: The Next Frontier

Eckardt

Yammarino

Dionne

et al. 2020

Organizational Research Methods

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“…For example, a summary of the experience from the American Human Resource Management Program noted that positive leadership helped leaders to coordinate various departments and optimize their functions to solve human resource crises in healthcare ( Sherk et al, 2009 ). A literature review of human capital resources suggested that managers with positive leadership were able to coordinate the organizational human resource management process and strengthen the performance assessment system related to financial distribution ( Eckardt et al, 2020 ). Research on emergency management in elderly healthcare from America confirmed that rapid coordination of intensive care beds and reasonable allocation of ventilator use during the epidemic relied on physicians’ emergency response capacity of positive leadership ( Aitken and Ibrahim, 2021 ).…”

Section: Theoretical Basismentioning

confidence: 99%

The effects of positive leadership on quality of work and life of family doctors: The moderated role of culture

et al. 2023

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BackgroundQuality of work and life (QWL) of family doctors is highly valued in improving access and equity of healthcare; however, the current low level of QWL in many countries and regions needs to be improved urgently.MethodsThis study explored the effect of positive leadership on the QWL of family doctors, as well as the moderating role of culture, via analysis of data from 473 valid questionnaires of family doctors in China as a sample using SEM, hierarchical linear regression, and a simple slope test.ResultsThe empirical results show that positive leadership promoted the QWL of family doctors by improving their achievement motivation and coordinating supportive resources. In addition, our hierarchical linear regression analysis found that the interactive items of positive leadership and culture had a positive effect on achievement motivation (β(a) = 0.192), QWL (β(b) = 0.215) and supportive resources (β(c) = 0.195). Meanwhile, culture had a moderated mediating effect on the relationship between positive leadership and QWL via the achievement motivation of family doctors and supportive resources.ConclusionThese findings suggest that the interaction among multiple factors, including environmental factors, individual physiological features and culture, may influence the impact of positive leadership on the QWL of family doctors. The possible reasons of these findings and theoretical and practical implications are discussed in this study.

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“…Second, we complement this approach by leveraging recent reviews of HCR (Ray, Essman, et al, 2023;L. Zhang et al, 2023), HRM (Boon et al, 2018(Boon et al, , 2019, and leadership (Eckardt et al, 2021) to identify theoretical developments and empirical primary studies at the intersection of HRM and leadership to evaluate potential relationships with unit HCR elements. It is important to note that while many studies do not adopt HCR terminology, they are nonetheless relevant to affecting unit HCR elements.…”

Section: Review Of the Literaturementioning

confidence: 99%

“…HRM practices can support these efforts by providing unit leaders with the tools to enhance unit members’ abilities, motivation, and opportunities (Jiang, Lepak, Hu, & Baer, 2012; Lepak et al, 2006). Unit leader behaviors, beyond HRM practice delivery, play critical roles in developing unit HCR and orchestrating their efforts to realize their potential (Eckardt et al, 2021; Ray, Essman, et al, 2023; Wolfson & Mathieu, 2021). We aim to integrate insights from the unit leadership and HRM literatures to explain how unit leaders can use HRM practices in concert with their leadership behaviors to create and capitalize on unit HCR.…”

mentioning

confidence: 99%

“…Yet, HRM and unit leadership literatures seem to have evolved independently, focusing on separate approaches to how units manage HCR. Scholars such as Eckardt et al (2021) have demonstrated the implications of various leader behaviors relating to the emergence of unit HCR. Further, recent work by Kehoe and Han (2020) has demonstrated that leaders are not simply passive implementors of HRM practices but have the agency to implement, translate, or adapt HRM practices.…”

mentioning

confidence: 99%

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Managing unit human capital resources: Integrating insights from human resource management and unit leadership literatures.

Gallagher¹,

Wolfson²,

Reilly³

et al. 2023

Journal of Applied Psychology

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Unit human capital resources (HCR) are vital to performance across organizational levels. Crucially, the benefits of unit HCR often hinge on resource access and effective resource management. Yet, how units manage HCR remains unclear. We first review findings from human resource management (HRM) and unit leadership literatures relating to unit HCR, which have evolved separately despite their shared goals. Using our review as a foundation, we offer an integrative model highlighting the ways unit leaders can leverage HRM practices and their leadership behaviors for the greatest impact on unit HCR. In so doing, we identify a potentially potent nexus for scholars of both disciplines to focus their integrative efforts on-unit leadersgiven their responsibility for HRM practice delivery (e.g., implementing a job rotation program) and their own leadership behaviors (e.g., composing teams). We conclude by highlighting future research questions, opportunities for theoretical integration, and expanding empirical examination.

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Human capital resource emergence and leadership

Cited by 11 publications

References 167 publications

Multilevel Methods and Statistics: The Next Frontier

Multilevel Methods and Statistics: The Next Frontier

The effects of positive leadership on quality of work and life of family doctors: The moderated role of culture

Managing unit human capital resources: Integrating insights from human resource management and unit leadership literatures.

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