New approach to leadership skills development (developing a model and measure)

Abstract

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From LBDQXII to LBDQ50: preferred leader behavior measurement across cultures

“…Little guidance exists on how to reduce the length of a multi-item scale. The most common techniques include similar steps to those used in building and validating new models and measures, namely maximizing internal and external consistency and validity (Davila and Crawford, 2018; Ebrahimi Meharabani and Azmi Mohamad, 2015). In addition, the seminal study by Stanton et al (2002) extends this method when reducing a scale by adding a third category for evaluating item removal for scale reduction, namely judgmental item qualities.…”

Measuring the human capital of scientists in the principal investigator role

“…Hence, the scale can help them to self-evaluate their competences, so that they can direct their efforts towards improving the weak aspects of their HC (Mathieu et al , 2014). In doing this through, for example, appropriate training actions, their efficiency and effectiveness will be directly affected, and, as a result, their performance will be enhanced (Ebrahimi and Azmi, 2015). As a PI, this self-assessment may improve one's leadership competences.…”

Human Capital Investment (Hci) Determinants Affecting the Institution’s Performance: The Practicality of Partial Least Squares Structural Equation Modelling (Pls-Sem) Approach

“…Additionally, Kwon (2009) discusses it as expansively includes the meaning of 'human as creator' who frames knowledge, skills, competency, and experience originated by continuously connecting between self and the environment. According to a study conducted by (Mehrabani & Mohamad (2015), and Thomas & Cheese (2005), they introduced job experience, life experience, and specific skill development as three components of approach that show a more complete way to the self-development. Experiencebased advancement helps the employees to grow themselves to become a great leader and know how to lead in the future through the development opportunities.…”

“…This is a part of the process of accumulating and developing intellectual capital among the employees.Selig and Baston (2017) have determined knowledge is the most important strategic resource that enables the enhancement of institutional performance. Knowledge sharing is a type of communication that occurs in the working environment which involves activities such as open exchange of information, accessibility of knowledge, confirming and cooperative interactions, as well as an overall culture of sharing knowledge(Mehrabani & Mohamad (2015). Rabeea, Nassar, and Khalid (2019) in their study have suggested universities to attain a better sustainable competitive advantage, generate, store, share and apply the knowledge that is backed by identifiable knowledge and formulating of its goals throughout every aspect of the organization.The education, skills development, and lifelong learning are set as central pillars for the employment of workers.…”

“…Rabeea, Nassar, and Khalid (2019) in their study have suggested universities to attain a better sustainable competitive advantage, generate, store, share and apply the knowledge that is backed by identifiable knowledge and formulating of its goals throughout every aspect of the organization.The education, skills development, and lifelong learning are set as central pillars for the employment of workers. Also, it helps to expand individual employability conditions, quality of life and contribute towards sustainable business development(Mehrabani & Mohamad (2015). An enhancing person involved a few factors.…”