Pathways to workplace innovation and career satisfaction in the public service

Wipulanusat, Warit; Panuwatwanich, Kriengsak; Stewart, Rodney Anthony

doi:10.1108/ijoa-03-2018-1376

Cited by 60 publications

(60 citation statements)

References 89 publications

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“…In other words, the relationship between transformational leadership and sustainability was mediated by bureaucratic culture. This finding is in line with previous studies that found the mediating effect of organisational culture (Al-Ali et al, 2017;Cegarra-Leiva et al, 2012;Hussain et al, 2016;Panuwatwanich et al, 2008;Pradhan et al, 2017;Sattayaraksa & Boon-itt, 2016;Shim, Jo, & Hoover, 2015;Wipulanusat Panuwatwanich, & Stewart, 2018;). This finding is rationalised by the influence of transformational leadership itself on sustainability which, as this study revealed, requires mediation of bureaucratic culture in the context of the listed property development companies in Malaysia.…”

Section: Discussionsupporting

confidence: 93%

The Role of Transformational Leadership in Promoting Sustainability among Property Development Companies in Malaysia

2020

International Journal of Organizational Leadership

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Sustainability is considered a significant element for property development. However, implementing sustainability effort and achieving sustainability goals are real challenge have debated from three decades ago. According to the United Nations General Assembly Brundtland Report, protecting the environment and the society in the midst of human seeking economic growth is at times taken for granted. The motivation behind this study is to seek deeper understanding of the role of transformational leadership in promoting sustainability among property development companies in Malaysia by determining the relationship between transformational leadership and sustainability in terms of environmental, economy and social. It also analyses whether organisational culture acts as a mediating factor between transformational leadership and sustainability. For this purpose, this study employed a purposive sampling method with data collected from top management from a total population of 100 listed property development companies in Bursa Malaysia. Multivariate data normality tests, descriptive statistics, and structural equation modelling through SmartPLS were used for data analysis. The study revealed a significant positive relationship between transformational leadership and sustainability. It shows that transformational leadership is essential to sustainable achievement where management possess the necessary leadership competencies, skills and knowledge to be able to achieve sustainability in property development. However, the results established insignificant relationship between organisational culture and sustainability. These findings proved that bureaucratic organisational culture mediated the relationship between transformational leadership and sustainability, while innovative culture and supportive culture did not. These results confirmed that bureaucratic culture enhances the role of transformational leadership in promoting sustainability among property development companies in Malaysia. Therefore, this study recommends organisations to invest in transformational leadership trainings to support the leadership behaviours through bureaucratic culture towards achieving sustainability.

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Section: Discussionsupporting

confidence: 93%

The Role of Transformational Leadership in Promoting Sustainability among Property Development Companies in Malaysia

2020

International Journal of Organizational Leadership

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“…Incorrect assessment of their own capabilities and objective conditions of professional growth and rank advancement, setting career goals that do not take into account all the goals in life in general, "defensive approach in the development of their careers", are career limiting factors [19]. At the same time, employee's personal qualities such as leadership, competence, high performance contribute to satisfaction with career and create career prerequisites [25].…”

Section: Methodsmentioning

confidence: 99%

State Civil Service: Career Mobility as a Factor of Career Satisfaction

Sharin¹

2020

Proceedings of the Ecological-Socio-Economic Systems: Models of Competition and Cooperation (ESES 2019)

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The problem of the dynamics of career growth of employees, affecting the motivation of officials, remains at the civil service. The research is aimed at studying the factors that can have a negative impact on career progress-career barriers. Dureing the research methods of system analysis, general scientific methods were used. The researchers give ambiguous estimates of the role of some factors that play the role of career barriers in the system of motivation of officials. Therefore, the purpose of the work is to answer the following question: "can career mobility have a negative impact on career attractiveness and career satisfaction, and be a career barrier?". In 2018, we conducted a study of career barriers among civil servants of the Sverdlovsk region, which was attended by 150 respondents. It was established that civil servants, in general, have a low level of assessment of career growth, a high level of career satisfaction, the desire to maintain the achieved career level, the position, which indicates the absence of career aspirations and is a subjective career barrier. Career mobility is at a low level, which is an objective career barrier. Career mobility has a restraining effect on the formation of career aspirations and career attractiveness, encourages to be satisfied with the achieved results in the career of officials who, upon reaching the "career plateau", find motivation for service in professional development or strengthening of positions held, or leave the service.

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“…Innovative leadership and win-win innovation culture influence workplace innovation. Organizations can also improve workplace innovation and career satisfaction by accrediting their engineers [4]. The results highlight the importance of providing opportunities for engineers to participate in creative and innovative projects so as to improve their careers.…”

Section: Introductionmentioning

confidence: 92%

“…However, due to the limitations of enterprise size and available resources, innovation in manufacturing or delivery processes is restricted by multiple factors [3]. Educators should support the development of engineers' innovative ability and adopt teaching methods, such as activities, courses, and curricula, to improve their innovative ability [4]. Innovative leadership and win-win innovation culture influence workplace innovation.…”

Section: Introductionmentioning

confidence: 99%

Stimulating and Educating Engineers to Innovate through Individual Continuous Learning

Liu

Zhao

Zhao³

2020

Sustainability

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Based on the self-determination theory and planned behavior theory, this paper studied the mechanisms of innovative behavior driven by engineers’ individual continuous learning. It was found that individual continuous learning can promote engineers’ innovative behavior and that career planning and self-efficacy play a dual mediating role in the effect that individual continuous learning has on bringing about innovative behavior. In addition, engineers’ risk tolerance positively increases the effect of individual continuous learning on self-efficacy. Furthermore, the organizational climate affects the innovative behavior brought about by engineers’ individual continuous learning. Therefore, we make some suggestions for vocational education and the management of engineers. It is necessary for managers to develop strategies to encourage engineers to continue learning both inside and outside the organization. Organizations need to support engineers in improving their professional skills and abilities so as to enhance self-efficacy. Managers need to pay attention to career planning for engineers, assist them in career planning, and help them to achieve their career goals through training or related courses. Managers also need to allow engineers to make mistakes and strengthen risk education for engineers. Managers need to create a climate of innovation in which members support and cooperate with each other so that engineers can implement innovative behavior more effectively and achieve innovative goals.

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Pathways to workplace innovation and career satisfaction in the public service

Cited by 60 publications

References 89 publications

The Role of Transformational Leadership in Promoting Sustainability among Property Development Companies in Malaysia

The Role of Transformational Leadership in Promoting Sustainability among Property Development Companies in Malaysia

State Civil Service: Career Mobility as a Factor of Career Satisfaction

Stimulating and Educating Engineers to Innovate through Individual Continuous Learning

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