Pub Date : 2023-02-13DOI: 10.1080/13678868.2023.2170210
Rakhi Singh, Sanghamitra Chaudhuri, Priyanka Sihag, B. Shuck
ABSTRACT With the ageing workforce and the impending retirement of Baby Boomers, there is an urgent need for human resource development (HRD) professionals to not only retain but also actively engage Generation Y. They will soon become the major segment of the global workforce dominating the 21st century. Notwithstanding, it has been challenging to keep this generational cohort actively engaged and it remains unclear what is driving higher levels of engagement with Gen Y. The purpose of this integrative literature review was to explore various antecedents of employee engagement identified in the literature for this generational cohort. This review spans two decades (2000–2021) of research and presents a conceptual model that highlights antecedents at three employee experience levels across findings from 82 studies. The proposed model could serve as a general blueprint for future research in HRD theory and practice.
{"title":"Unpacking generation Y’s engagement using employee experience as the lens: an integrative literature review","authors":"Rakhi Singh, Sanghamitra Chaudhuri, Priyanka Sihag, B. Shuck","doi":"10.1080/13678868.2023.2170210","DOIUrl":"https://doi.org/10.1080/13678868.2023.2170210","url":null,"abstract":"ABSTRACT With the ageing workforce and the impending retirement of Baby Boomers, there is an urgent need for human resource development (HRD) professionals to not only retain but also actively engage Generation Y. They will soon become the major segment of the global workforce dominating the 21st century. Notwithstanding, it has been challenging to keep this generational cohort actively engaged and it remains unclear what is driving higher levels of engagement with Gen Y. The purpose of this integrative literature review was to explore various antecedents of employee engagement identified in the literature for this generational cohort. This review spans two decades (2000–2021) of research and presents a conceptual model that highlights antecedents at three employee experience levels across findings from 82 studies. The proposed model could serve as a general blueprint for future research in HRD theory and practice.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46729660","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-25DOI: 10.1080/13678868.2023.2170200
S. Pandya
ABSTRACT Professional immigrants from South Asian countries make a rapidly growing percentage of the US workforce. High-functioning anxiety is a latent mental state coupled with challenges faced due to their intersectional identities. This study examines the effectiveness of an online meditation lessons (OML) intervention in mitigating anxieties, enabling socio-cultural adaptation and wellbeing of professional US-based Indian immigrants as compared to online support group sharing sessions (OSGSS). OML attendees reported lower anxieties, better socio-cultural adaptation, self-construal, wellbeing, and psychological flourishing. OSGSS participants also reported statistically significant gains in socio-cultural adaptation scores. Latent class analysis revealed eight subgroups of participants likely to gain the most from OML: men, with doctoral and postdoctoral qualifications, university academics, medical professionals, currently married, cohabiting, above benchmark OML attendees and regular homework doers. With some refinements addressing specific issues of women, banking, and IT sector professionals, and singles, OML would be impactful for professional Indian immigrants to the US.
{"title":"Professional immigrants and high-functioning anxiety: assessing some interventions","authors":"S. Pandya","doi":"10.1080/13678868.2023.2170200","DOIUrl":"https://doi.org/10.1080/13678868.2023.2170200","url":null,"abstract":"ABSTRACT Professional immigrants from South Asian countries make a rapidly growing percentage of the US workforce. High-functioning anxiety is a latent mental state coupled with challenges faced due to their intersectional identities. This study examines the effectiveness of an online meditation lessons (OML) intervention in mitigating anxieties, enabling socio-cultural adaptation and wellbeing of professional US-based Indian immigrants as compared to online support group sharing sessions (OSGSS). OML attendees reported lower anxieties, better socio-cultural adaptation, self-construal, wellbeing, and psychological flourishing. OSGSS participants also reported statistically significant gains in socio-cultural adaptation scores. Latent class analysis revealed eight subgroups of participants likely to gain the most from OML: men, with doctoral and postdoctoral qualifications, university academics, medical professionals, currently married, cohabiting, above benchmark OML attendees and regular homework doers. With some refinements addressing specific issues of women, banking, and IT sector professionals, and singles, OML would be impactful for professional Indian immigrants to the US.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49347385","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-02DOI: 10.1080/13678868.2022.2160886
A. C. Rodriguez, D. Lobo, Alexandre A. Ardichvili, Silvia Pereira de Castro Casa Nova
Impacts of COVID-19 pandemic, combined with an array of other severe threats to societal well-being (e.g. inequality, systemic racism, and environmental degradation), have shed light on the importance of ethics of care as a guiding normative for HRD. However, the current understanding of care as HRD practice is limited and primarily studied in the context of leaders' behaviours towards employees. This study addresses this shortcoming by conducting a case study of social enterprises located in impoverished communities surrounding the UNESCO World Heritage Site Serra da Capivara National Park, Brazil, to examine what caring HRD looks like and how it can be operationalised in organisations. We conducted a qualitative study based on interviews and documentation analysis to map the flow of care practices implemented by these social enterprises. Our findings suggest that caring HRD entails a reciprocal and systemic approach highly relevant to organisations operating in collaborative and complex social contexts. We observed that moral values are critical requirements for a caring approach and must be embedded in the organisation's mission, culture, and processes. Our work expands the range of care interventions proposed in HRD literature by offering strategies that target the whole organisational system, including the surrounding environment and community.
{"title":"What does caring HRD look like in practice? A case study of two social enterprises in Brazil","authors":"A. C. Rodriguez, D. Lobo, Alexandre A. Ardichvili, Silvia Pereira de Castro Casa Nova","doi":"10.1080/13678868.2022.2160886","DOIUrl":"https://doi.org/10.1080/13678868.2022.2160886","url":null,"abstract":"Impacts of COVID-19 pandemic, combined with an array of other severe threats to societal well-being (e.g. inequality, systemic racism, and environmental degradation), have shed light on the importance of ethics of care as a guiding normative for HRD. However, the current understanding of care as HRD practice is limited and primarily studied in the context of leaders' behaviours towards employees. This study addresses this shortcoming by conducting a case study of social enterprises located in impoverished communities surrounding the UNESCO World Heritage Site Serra da Capivara National Park, Brazil, to examine what caring HRD looks like and how it can be operationalised in organisations. We conducted a qualitative study based on interviews and documentation analysis to map the flow of care practices implemented by these social enterprises. Our findings suggest that caring HRD entails a reciprocal and systemic approach highly relevant to organisations operating in collaborative and complex social contexts. We observed that moral values are critical requirements for a caring approach and must be embedded in the organisation's mission, culture, and processes. Our work expands the range of care interventions proposed in HRD literature by offering strategies that target the whole organisational system, including the surrounding environment and community.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47973939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-01DOI: 10.1080/13678868.2022.2162675
Rajashi Ghosh, S. Nachmias, D. McGuire
In the most recent editorial published in Volume 21 and Issue 4 of Human Resource Development Review (HRDR), a group of scholars commented on the gap of and scope for Indigenous research in the field of HRD. We at Human Resource Development International (HRDI) share this interest and commitment towards being more inclusive of voices that are presenting alternative and counter narratives to the commonplace ways of theorising and examining phenomenon relevant to HRD. Given that HRD scholarship is still predominantly skewed towards highlighting research conducted in the West, it is a moral imperative for journals in the field of HRD to be intentional in inquiring why we are lacking Indigenous voices and how we can make space for those voices in an equitable manner. Indigenous research has been defined by Li, Sekiguchi, and Zhou (2016) as encompassing ‘the context-sensitive and context-specific approaches to a uniquely local phenomenon, which may have global implications’ (p.584). Thus, an emphasis on the ‘context’ is required to be at the essence of how such research is conceptualised and conducted. With this understanding, HRDI has proactively attempted to make space for contextual understanding of HRD phenomena, constructs, and practices. For instance, in 2022, HRDI has published articles that have an intentional focus on the role that context plays in shaping the constructs being studied. A few such examples are listed here:
{"title":"Indigenous research in HRD: reflections from HRDI & call for contributions","authors":"Rajashi Ghosh, S. Nachmias, D. McGuire","doi":"10.1080/13678868.2022.2162675","DOIUrl":"https://doi.org/10.1080/13678868.2022.2162675","url":null,"abstract":"In the most recent editorial published in Volume 21 and Issue 4 of Human Resource Development Review (HRDR), a group of scholars commented on the gap of and scope for Indigenous research in the field of HRD. We at Human Resource Development International (HRDI) share this interest and commitment towards being more inclusive of voices that are presenting alternative and counter narratives to the commonplace ways of theorising and examining phenomenon relevant to HRD. Given that HRD scholarship is still predominantly skewed towards highlighting research conducted in the West, it is a moral imperative for journals in the field of HRD to be intentional in inquiring why we are lacking Indigenous voices and how we can make space for those voices in an equitable manner. Indigenous research has been defined by Li, Sekiguchi, and Zhou (2016) as encompassing ‘the context-sensitive and context-specific approaches to a uniquely local phenomenon, which may have global implications’ (p.584). Thus, an emphasis on the ‘context’ is required to be at the essence of how such research is conceptualised and conducted. With this understanding, HRDI has proactively attempted to make space for contextual understanding of HRD phenomena, constructs, and practices. For instance, in 2022, HRDI has published articles that have an intentional focus on the role that context plays in shaping the constructs being studied. A few such examples are listed here:","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"1 - 6"},"PeriodicalIF":6.3,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43094296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-28DOI: 10.1080/13678868.2022.2163101
Gopal Krushna Gouda, B. Tiwari
Employees face traumatic experiences as they have to deal with ambiguity, complexity, and an ever-changing business environment due to the COVID-19 outbreak. A suitable leadership approach is required to make strategic decisions and develop employees' agile mind set in the new work setting. Therefore, this study emphasises the strategic role of ambidextrous leadership in building an agile talent, thus enhancing employee engagement. It is also recommended that HRD professionals develop an innovative culture wherein leaders can foster both exploitation and exploration behaviour among subordinates at a high level. Thus, employees become flexible, openly express their ideas, and take risks without fear of undesirable results while applying novel practices leading to high employee engagement.
{"title":"Ambidextrous leadership: a distinct pathway to build talent agility and engagement","authors":"Gopal Krushna Gouda, B. Tiwari","doi":"10.1080/13678868.2022.2163101","DOIUrl":"https://doi.org/10.1080/13678868.2022.2163101","url":null,"abstract":"Employees face traumatic experiences as they have to deal with ambiguity, complexity, and an ever-changing business environment due to the COVID-19 outbreak. A suitable leadership approach is required to make strategic decisions and develop employees' agile mind set in the new work setting. Therefore, this study emphasises the strategic role of ambidextrous leadership in building an agile talent, thus enhancing employee engagement. It is also recommended that HRD professionals develop an innovative culture wherein leaders can foster both exploitation and exploration behaviour among subordinates at a high level. Thus, employees become flexible, openly express their ideas, and take risks without fear of undesirable results while applying novel practices leading to high employee engagement.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"1 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41418319","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-22DOI: 10.1080/13678868.2022.2160688
Satheesha Nanjappa, Vinit Ghosh, S. Acharya, Hory Sankar Mukerjee, Venkat Stl
ABSTRACT Organisations are seeking to adopt training strategies that support quick, but effective, learning for Gen-Z and millennials. The recent pandemic triggered the need for a hybrid/remote workplace where employees’ learning and development expectations are oriented more towards a need-based and short content-based learning. Though few organisations have initiated the process of micro-learning adoption as part of their learning and development practices, there are quite a number of roadblocks and challenges. In this perspective article, the authors have used their core experiences and learnings from the L&D units of multinational corporations to address key questions such as (1) How micro-learning can be adopted as a general practice in the corporate L&D settings? (2) What are the key success factors of such adoptions? (3) What is the future roadmap of micro content-based learning? The authors also suggested a few directions to pursue the goal of creating a microlearning environment in corporate settings.
{"title":"Microlearning in corporate settings: practitioner perspectives","authors":"Satheesha Nanjappa, Vinit Ghosh, S. Acharya, Hory Sankar Mukerjee, Venkat Stl","doi":"10.1080/13678868.2022.2160688","DOIUrl":"https://doi.org/10.1080/13678868.2022.2160688","url":null,"abstract":"ABSTRACT Organisations are seeking to adopt training strategies that support quick, but effective, learning for Gen-Z and millennials. The recent pandemic triggered the need for a hybrid/remote workplace where employees’ learning and development expectations are oriented more towards a need-based and short content-based learning. Though few organisations have initiated the process of micro-learning adoption as part of their learning and development practices, there are quite a number of roadblocks and challenges. In this perspective article, the authors have used their core experiences and learnings from the L&D units of multinational corporations to address key questions such as (1) How micro-learning can be adopted as a general practice in the corporate L&D settings? (2) What are the key success factors of such adoptions? (3) What is the future roadmap of micro content-based learning? The authors also suggested a few directions to pursue the goal of creating a microlearning environment in corporate settings.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"1 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59824176","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-18DOI: 10.1080/13678868.2022.2157236
Mark Zarwi, S. Marchand, Ben Kennard, J. Michael
ABSTRACT Considerable research in recent decades has been devoted to investigating the nature of organisational commitment, as well as the factors influencing it, and the effects that it has on decisions and actions. In the current paper we contribute to this research by investigating the question as to whether millennials (i.e. people born in the years between 1980 and 2000) might differ from earlier generations in terms of their organisational commitment. We report the results of a literature review of recent theoretical and empirical research on organisational commitment. While some studies provide reason to suspect that millennials might exhibit less organisational commitment than previous generations, the overall body of existing evidence points towards a more nuanced conclusion. Specifically, existing evidence suggests that millennials are not less committed in the workplace than previous generations, but that some factors may be increasing in importance for them compared to previous generations.
{"title":"Millennials and organisational commitment: current and future perspectives","authors":"Mark Zarwi, S. Marchand, Ben Kennard, J. Michael","doi":"10.1080/13678868.2022.2157236","DOIUrl":"https://doi.org/10.1080/13678868.2022.2157236","url":null,"abstract":"ABSTRACT Considerable research in recent decades has been devoted to investigating the nature of organisational commitment, as well as the factors influencing it, and the effects that it has on decisions and actions. In the current paper we contribute to this research by investigating the question as to whether millennials (i.e. people born in the years between 1980 and 2000) might differ from earlier generations in terms of their organisational commitment. We report the results of a literature review of recent theoretical and empirical research on organisational commitment. While some studies provide reason to suspect that millennials might exhibit less organisational commitment than previous generations, the overall body of existing evidence points towards a more nuanced conclusion. Specifically, existing evidence suggests that millennials are not less committed in the workplace than previous generations, but that some factors may be increasing in importance for them compared to previous generations.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46843050","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-21DOI: 10.1080/13678868.2022.2149384
Somya Agrawal
ABSTRACT From an expatriate’s viewpoint, an international job assignment is a high-pressure situation that requires them to adjust as expeditiously as possible. Therefore, a considerable strand of the international human resource management (IHRM) literature is dedicated to the subject of expatriate adjustment. Drawing upon Folkman and Lazarus’ coping framework and Bandura’s self-efficacy theory, the present study examines the influence of expatriates’ coping self-efficacy and sociocultural adjustment on their skill development process. Based on the hypotheses, mediating effects of sociocultural adjustment on coping self-efficacy and skill development were also studied. Using questionnaire survey method, data was collected from 161 expatriates currently working in Taiwan. The results highlighted the key role that coping self-efficacy plays in the sociocultural adjustment of expatriates, such that, the individuals with a higher level of coping self-efficacy were found to experience higher levels of sociocultural adjustment. The results further show that this interrelationship also facilitated skill development through the mediating effects of sociocultural adjustment. This study contributes to expatriate literature by showcasing the underlying impact of different factors on skill development and provide insights for skill-building to human resource (HR) managers and expatriates working in Taiwan. Lastly, the author also presents implications, limitations, and future research directions.
{"title":"The impact of coping self-efficacy and sociocultural adjustment on skill development of expatriates in Taiwan","authors":"Somya Agrawal","doi":"10.1080/13678868.2022.2149384","DOIUrl":"https://doi.org/10.1080/13678868.2022.2149384","url":null,"abstract":"ABSTRACT From an expatriate’s viewpoint, an international job assignment is a high-pressure situation that requires them to adjust as expeditiously as possible. Therefore, a considerable strand of the international human resource management (IHRM) literature is dedicated to the subject of expatriate adjustment. Drawing upon Folkman and Lazarus’ coping framework and Bandura’s self-efficacy theory, the present study examines the influence of expatriates’ coping self-efficacy and sociocultural adjustment on their skill development process. Based on the hypotheses, mediating effects of sociocultural adjustment on coping self-efficacy and skill development were also studied. Using questionnaire survey method, data was collected from 161 expatriates currently working in Taiwan. The results highlighted the key role that coping self-efficacy plays in the sociocultural adjustment of expatriates, such that, the individuals with a higher level of coping self-efficacy were found to experience higher levels of sociocultural adjustment. The results further show that this interrelationship also facilitated skill development through the mediating effects of sociocultural adjustment. This study contributes to expatriate literature by showcasing the underlying impact of different factors on skill development and provide insights for skill-building to human resource (HR) managers and expatriates working in Taiwan. Lastly, the author also presents implications, limitations, and future research directions.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"431 - 457"},"PeriodicalIF":6.3,"publicationDate":"2022-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48914886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-13DOI: 10.1080/13678868.2022.2135938
Connie Deng, D. Gulseren, Carlo Isola, Kyra Grocutt, Nick Turner
ABSTRACT The proliferation of leadership models can leave practitioners confused about which model to use in guiding their leadership development initiatives. Although ‘new’ leadership models (e.g. authentic, ethical, and servant leadership) suggest theoretical differences, empirical research has shown considerable overlap among these models and longer standing ones such as transformational leadership. With extant literature questioning the added empirical value of these newer models, this paper aims to distil the best evidence about transformational leadership into a ‘primer’ that can help practitioners use evidence-led practices in their leadership development. To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership. Our review suggests that these newer leadership models add little incremental validity beyond transformational leadership in predicting various leadership outcomes. Moreover, transformational leadership demonstrates medium to large effect sizes on a range of individual, team, and organisational outcomes. Taken together, our findings suggest that organisations can benefit by focusing their resources on transformational leadership development, rather than on the latest leadership fad.
{"title":"Transformational leadership effectiveness: an evidence-based primer","authors":"Connie Deng, D. Gulseren, Carlo Isola, Kyra Grocutt, Nick Turner","doi":"10.1080/13678868.2022.2135938","DOIUrl":"https://doi.org/10.1080/13678868.2022.2135938","url":null,"abstract":"ABSTRACT The proliferation of leadership models can leave practitioners confused about which model to use in guiding their leadership development initiatives. Although ‘new’ leadership models (e.g. authentic, ethical, and servant leadership) suggest theoretical differences, empirical research has shown considerable overlap among these models and longer standing ones such as transformational leadership. With extant literature questioning the added empirical value of these newer models, this paper aims to distil the best evidence about transformational leadership into a ‘primer’ that can help practitioners use evidence-led practices in their leadership development. To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership. Our review suggests that these newer leadership models add little incremental validity beyond transformational leadership in predicting various leadership outcomes. Moreover, transformational leadership demonstrates medium to large effect sizes on a range of individual, team, and organisational outcomes. Taken together, our findings suggest that organisations can benefit by focusing their resources on transformational leadership development, rather than on the latest leadership fad.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":" ","pages":""},"PeriodicalIF":6.3,"publicationDate":"2022-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44005632","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-03DOI: 10.1080/13678868.2022.2130298
S. Nachmias, David McGuire, Rajashi Ghosh
National lockdowns and social distance measures seem to be a distant memory. We have all been affected by the pandemic and its consequences for work, life and beyond. A central feature of national lockdowns was to protect the public, hence many of us had to work fully from home. This is an experience that we will probably never see again in our lifetime. Most certainly, working from home has shifted the debate on organisational life regardless of industry, role and national context. We have now significant experience of remote working (Li, Ghosh, and Nachmias 2020) with specific desires regarding future work patterns. As we emerge from the pandemic, remote working has become more normalised, more entrenched, and more desired by most professionals. Many scholars highlighted the transition to flexible online working caused by the pandemic and the benefits associated with this form of working (i.e. Shirmohammadi, Au, and Beigi 2022; Teevan 2021; Li, Ghosh, and Nachmias 2020; McGuire, Germain, and Reynolds 2021). The pandemic and stay-at-home orders created uncharted territory for remote working and how to manage employees in a hybrid working environment. It puts Human Resource Development (HRD) professionals at the centre of organisational design to address unprecedented changes at work. As the dust settles, the question is to what extent this emerging, novel form of organising work can be maintained in the longer-term. We have all seen reports in the news that many organisations have called employees back to the office, indicating a desire to revert to the ‘normal way of working’. There is certainly a strong desire to normalise the working environment, with some organisations endorsing the productivity benefits accruing from physical interactive working environments. For example, the CEO of Goldman Sachs expressed his scepticism about the efficiency of remote working whilst others have shown a longer-term openness to embracing flexible working through redesigning their work settings. This shows that the business environment is currently a frenzied zone. A state of excitement for some and a state of fear for others. On the one hand, we have the newbies (new to work-life balance) who have shown an unwillingness to compromise. After months of remote working, they have now become veterans (experienced in flexible work) (Li, Ghosh, and Nachmias 2020) with a desire to maintain a flexible working pattern post pandemic. Interestingly, working remotely for a long time has created several work habits that many professionals are not willing to give up easily. We all know that remote working reduces distractions and commute times, thus providing greater flexibility to employees. For some others, remote working has helped satisfy personal lifestyle goals by relocating to more affordable locations. For others, flexible working offers a more productive pattern of work. ONS (2022) highlighted that half of HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022, VOL. 25, NO.
全国范围的封锁和社交距离措施似乎已成为遥远的记忆。我们都受到这一大流行病及其对工作、生活和其他方面的影响。国家封锁的一个核心特征是保护公众，因此我们中的许多人不得不完全在家工作。这是一种我们可能一辈子都不会再看到的经历。最肯定的是，在家工作已经改变了关于组织生活的辩论，而不考虑行业、角色和国家背景。我们现在有了远程工作的丰富经验(Li, Ghosh, and Nachmias 2020)，并对未来的工作模式有了具体的期望。随着我们摆脱疫情，远程工作已变得更加正常化、更加根深蒂固，大多数专业人员也更希望远程工作。许多学者强调了疫情导致的向灵活在线工作的过渡以及与这种工作形式相关的好处(即Shirmohammadi, Au, and Beigi 2022;Teevan 2021;Li, Ghosh, and Nachmias 2020;McGuire, Germain, and Reynolds 2021)。疫情和居家令为远程工作以及如何在混合工作环境中管理员工创造了未知的领域。它将人力资源开发(HRD)专业人员置于组织设计的中心，以应对工作中前所未有的变化。随着尘埃落定，问题是这种新兴的、新颖的组织工作形式能在多大程度上长期维持下去。我们都在新闻中看到过这样的报道:许多组织已经把员工召回办公室，表明他们希望恢复到“正常的工作方式”。当然，有一种强烈的愿望是使工作环境正常化，一些组织认可物理互动工作环境带来的生产力效益。例如，高盛(Goldman Sachs)首席执行官对远程工作的效率表示怀疑，而其他人则通过重新设计工作环境，对灵活工作表现出长期的开放态度。这表明，目前的商业环境是一个疯狂的区域。对一些人来说是一种兴奋的状态，对另一些人来说是一种恐惧的状态。一方面，我们有不愿妥协的新人(刚开始平衡工作与生活)。经过几个月的远程工作，他们现在已经成为退伍军人(灵活工作经验丰富)(Li, Ghosh和Nachmias 2020)，希望在大流行后保持灵活的工作模式。有趣的是，长期远程工作已经形成了许多专业人士不愿意轻易放弃的工作习惯。我们都知道远程工作可以减少分心和通勤时间，从而为员工提供更大的灵活性。对其他一些人来说，远程办公有助于实现个人生活方式的目标，因为他们搬到了更实惠的地方。对其他人来说，弹性工作制提供了一种更高效的工作模式。国家统计局(2022)强调，人力资源开发国际2022年，第25卷，第1期的一半。5, 501-505 https://doi.org/10.1080/13678868.2022.2130298
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