Pub Date : 2023-02-28DOI: 10.1108/jmd-09-2022-0230
Ralph I. Williams, W. R. Clark, D. Raffo, L. Clark
PurposeLeader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how leaders build leader credibility is missing. The present study's purpose is to begin closing that gap by drawing concepts from the literature related to building leader credibility, categorizing them into relevant constructs and building a model. The present study provides a foundation, built from items drawn from peer-reviewed literature, for future research on how leaders build credibility.Design/methodology/approachThe authors reviewed 66 articles discussing or exploring building leader credibility. From those articles, they drew potential leader credibility antecedents. They analyzed the antecedents, seeking to group them into understandable constructs that provide a building leader credibility model. Seeking nomological validity (evidence that our building leader credibility constructs reflect real-world thinking), they conducted an open-ended survey to compare what practitioners say builds leader credibility to our model.FindingsThe leader credibility antecedents the authors drew from the literature fell into two dimensions: competence and character. The competence antecedents fell into three subdivisions: interpersonal competence, technical competence and leader competence. The character antecedents fell into two subdivisions: character behaviors and character attributes. Responses from our open-ended survey fit our five subdimensions for building leader credibility, providing some nomological validity for our model.Practical implicationsThe authors’ model may help practitioners see the big picture of building leader credibility, develop specific tactics for building leader credibility and provide a basis for assessing their building leader credibility approach.Originality/valueAlthough leader credibility is vastly researched and leader credibility antecedents are discussed or explored, a big-picture model of building leader credibility is lacking. This study pursues a path previously not taken, developing a credibility-building model drawn from concepts presented in the literature.
{"title":"Building leader credibility: guidance drawn from literature","authors":"Ralph I. Williams, W. R. Clark, D. Raffo, L. Clark","doi":"10.1108/jmd-09-2022-0230","DOIUrl":"https://doi.org/10.1108/jmd-09-2022-0230","url":null,"abstract":"PurposeLeader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how leaders build leader credibility is missing. The present study's purpose is to begin closing that gap by drawing concepts from the literature related to building leader credibility, categorizing them into relevant constructs and building a model. The present study provides a foundation, built from items drawn from peer-reviewed literature, for future research on how leaders build credibility.Design/methodology/approachThe authors reviewed 66 articles discussing or exploring building leader credibility. From those articles, they drew potential leader credibility antecedents. They analyzed the antecedents, seeking to group them into understandable constructs that provide a building leader credibility model. Seeking nomological validity (evidence that our building leader credibility constructs reflect real-world thinking), they conducted an open-ended survey to compare what practitioners say builds leader credibility to our model.FindingsThe leader credibility antecedents the authors drew from the literature fell into two dimensions: competence and character. The competence antecedents fell into three subdivisions: interpersonal competence, technical competence and leader competence. The character antecedents fell into two subdivisions: character behaviors and character attributes. Responses from our open-ended survey fit our five subdimensions for building leader credibility, providing some nomological validity for our model.Practical implicationsThe authors’ model may help practitioners see the big picture of building leader credibility, develop specific tactics for building leader credibility and provide a basis for assessing their building leader credibility approach.Originality/valueAlthough leader credibility is vastly researched and leader credibility antecedents are discussed or explored, a big-picture model of building leader credibility is lacking. This study pursues a path previously not taken, developing a credibility-building model drawn from concepts presented in the literature.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44584869","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 : 2023-02-27DOI: 10.1108/jmd-07-2022-0181
Louise Preget
PurposeThis paper aims to examines responsible management (RM) practice and the learning processes that underpin its development. It presents a conceptual framework to highlight the relationship between the learning experience of the individual and their capacity to develop responsible practice.Design/methodology/approachThis conceptual paper synthesises knowledge from studies of how managers learn for ethical and responsible practice. A scoping review of peer-reviewed academic papers was conducted using key search terms that included “responsible management learning” (RML), “ethics”, “Human Resource Development (HRD)”, “responsible management (RM)”, “responsible leadership (RL)” and “work-based learning”. Analysis resulted in development of a conceptual framework of RML processes.FindingsThe review of studies concerned with how individuals learn to manage “responsibly” identified a range of learning processes that are necessary for the development of responsible practice. These learning processes are presented in a conceptual model that offers insights for the design of HRD interventions. Learning for responsible practice is presented as occurring in learning spaces where the learner/manager experiences a combination of learning processes. These are found to include situated, social and experiential learning that is “transformative”, potentially “troublesome” and “reflexive” such that learners develop responsible values and practices.Research limitations/implicationsThe paper contributes to the field of management development by focussing on the intersection between what is known about how individuals learn for ethical and responsible practice and the implications for work-based learning pedagogies. The paper will be of interest to HRD professionals tasked with fostering a responsible and ethical culture within organisations.Practical implicationsFor HRD practitioners, this paper highlights the importance of work-based learning intervention design. What is suggested is that not all HRD interventions are likely to provide the learning conditions required for the development of “responsible practice”. A review of research into RML points to the need for interventions that offer a deep, personal, situated and transformative learning experience. There are organisational implications that arise from the type of learning found to develop responsible practice. For example, facilitating managers skills and awareness of how they learn such as: developing reflective practices and supporting developmental/collaborative networks that examine existing workplace practices. HRD professionals will need to recognise the need to support individual's learning for responsible practice given that it may entail questioning existing practice, and confronting troublesome knowledge, such as recognising where areas of irresponsibility exist. This may have implications for wider HR practices such as line management support, reward and performance management.Originality/va
{"title":"A conceptual framework for understanding the learning processes integral to the development of responsible management practice","authors":"Louise Preget","doi":"10.1108/jmd-07-2022-0181","DOIUrl":"https://doi.org/10.1108/jmd-07-2022-0181","url":null,"abstract":"PurposeThis paper aims to examines responsible management (RM) practice and the learning processes that underpin its development. It presents a conceptual framework to highlight the relationship between the learning experience of the individual and their capacity to develop responsible practice.Design/methodology/approachThis conceptual paper synthesises knowledge from studies of how managers learn for ethical and responsible practice. A scoping review of peer-reviewed academic papers was conducted using key search terms that included “responsible management learning” (RML), “ethics”, “Human Resource Development (HRD)”, “responsible management (RM)”, “responsible leadership (RL)” and “work-based learning”. Analysis resulted in development of a conceptual framework of RML processes.FindingsThe review of studies concerned with how individuals learn to manage “responsibly” identified a range of learning processes that are necessary for the development of responsible practice. These learning processes are presented in a conceptual model that offers insights for the design of HRD interventions. Learning for responsible practice is presented as occurring in learning spaces where the learner/manager experiences a combination of learning processes. These are found to include situated, social and experiential learning that is “transformative”, potentially “troublesome” and “reflexive” such that learners develop responsible values and practices.Research limitations/implicationsThe paper contributes to the field of management development by focussing on the intersection between what is known about how individuals learn for ethical and responsible practice and the implications for work-based learning pedagogies. The paper will be of interest to HRD professionals tasked with fostering a responsible and ethical culture within organisations.Practical implicationsFor HRD practitioners, this paper highlights the importance of work-based learning intervention design. What is suggested is that not all HRD interventions are likely to provide the learning conditions required for the development of “responsible practice”. A review of research into RML points to the need for interventions that offer a deep, personal, situated and transformative learning experience. There are organisational implications that arise from the type of learning found to develop responsible practice. For example, facilitating managers skills and awareness of how they learn such as: developing reflective practices and supporting developmental/collaborative networks that examine existing workplace practices. HRD professionals will need to recognise the need to support individual's learning for responsible practice given that it may entail questioning existing practice, and confronting troublesome knowledge, such as recognising where areas of irresponsibility exist. This may have implications for wider HR practices such as line management support, reward and performance management.Originality/va","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41332757","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 : 2023-02-03DOI: 10.1108/jmd-07-2022-0162
T. Chaffin, B. Luthans, K. Luthans
PurposeIn this study, the authors consider the mediating role of psychological capital (i.e. PsyCap) in the relationship between integrity and academic performance. Specifically, the authors propose that integrity is a relatively stable and distal character strength that is likely to have a minimal direct effect on academic performance. Going further, the authors argue that integrity is more likely to have an indirect effect on academic performance via the psychological resources that encompass one's PsyCap.Design/methodology/approachDrawing from a sample of 179 undergraduate business students and student grade point average (GPA) data, the authors find support for the notion that PsyCap partially mediates the relationship between integrity and academic performance.FindingsThese findings reveal the key role that PsyCap plays in translating a student's integrity toward behaviors that lead to higher levels of academic performance.Originality/valuePrior research suggests the direct relationship between integrity and academic performance has been mixed. In this study, the authors consider how mediation may help explain this relationship. The authors believe this to be among the first empirical studies to consider integrity, PsyCap and academic performance.
{"title":"Integrity, positive psychological capital and academic performance","authors":"T. Chaffin, B. Luthans, K. Luthans","doi":"10.1108/jmd-07-2022-0162","DOIUrl":"https://doi.org/10.1108/jmd-07-2022-0162","url":null,"abstract":"PurposeIn this study, the authors consider the mediating role of psychological capital (i.e. PsyCap) in the relationship between integrity and academic performance. Specifically, the authors propose that integrity is a relatively stable and distal character strength that is likely to have a minimal direct effect on academic performance. Going further, the authors argue that integrity is more likely to have an indirect effect on academic performance via the psychological resources that encompass one's PsyCap.Design/methodology/approachDrawing from a sample of 179 undergraduate business students and student grade point average (GPA) data, the authors find support for the notion that PsyCap partially mediates the relationship between integrity and academic performance.FindingsThese findings reveal the key role that PsyCap plays in translating a student's integrity toward behaviors that lead to higher levels of academic performance.Originality/valuePrior research suggests the direct relationship between integrity and academic performance has been mixed. In this study, the authors consider how mediation may help explain this relationship. The authors believe this to be among the first empirical studies to consider integrity, PsyCap and academic performance.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":"43 13","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41278367","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 : 2023-01-19DOI: 10.1108/jmd-04-2022-0101
Tuong-Minh Ly-Le
PurposeWith the growing importance of small and medium entreprises (SMEs), especially in Asia Pacific, the demand for research on these topics continues to grow. This study examines the growth challenges faced by Vietnamese entrepreneurs by exploring the founders' challenges, decisions and motivations during their company's growth stage. The study aims to expand the body of knowledge about entrepreneurship in an emerging Asian market, Vietnam, as well as to give practical advice to entrepreneurs and businesspeople in Vietnam.Design/methodology/approachThe study adopted an inductive, grounded theory approach, using a series of in-depth interviews with public relations agencies' founders in Vietnam.FindingsThe study found that founders in Vietnam's public relations industry are challenge-driven, firmly attached to their founded consulting businesses. These founders appreciate learning and earning opportunities more than company growth or control; thus, they did not demonstrate the growth dilemma usually seen in SME founders.Practical implicationsThis study provides guidance to nascent entrepreneurs in Vietnam, especially those in the public relations sector. As founders in this industry usually lack a business management background or experience, understanding what lies ahead in the start-up venture will help them better prepare themselves and avoid failure early in their business.Originality/valueThe study findings challenge the widely-held assumption that all entrepreneurs pursue growth and typically experience the growth versus delegation crisis. The study also contributes by expanding the limited body of knowledge about Vietnamese entrepreneurship, an area that has not been well studied and the Vietnamese public relations agencies.
{"title":"The entrepreneurial journey in Vietnam's public relations industry: the motivation, the role and the challenges","authors":"Tuong-Minh Ly-Le","doi":"10.1108/jmd-04-2022-0101","DOIUrl":"https://doi.org/10.1108/jmd-04-2022-0101","url":null,"abstract":"PurposeWith the growing importance of small and medium entreprises (SMEs), especially in Asia Pacific, the demand for research on these topics continues to grow. This study examines the growth challenges faced by Vietnamese entrepreneurs by exploring the founders' challenges, decisions and motivations during their company's growth stage. The study aims to expand the body of knowledge about entrepreneurship in an emerging Asian market, Vietnam, as well as to give practical advice to entrepreneurs and businesspeople in Vietnam.Design/methodology/approachThe study adopted an inductive, grounded theory approach, using a series of in-depth interviews with public relations agencies' founders in Vietnam.FindingsThe study found that founders in Vietnam's public relations industry are challenge-driven, firmly attached to their founded consulting businesses. These founders appreciate learning and earning opportunities more than company growth or control; thus, they did not demonstrate the growth dilemma usually seen in SME founders.Practical implicationsThis study provides guidance to nascent entrepreneurs in Vietnam, especially those in the public relations sector. As founders in this industry usually lack a business management background or experience, understanding what lies ahead in the start-up venture will help them better prepare themselves and avoid failure early in their business.Originality/valueThe study findings challenge the widely-held assumption that all entrepreneurs pursue growth and typically experience the growth versus delegation crisis. The study also contributes by expanding the limited body of knowledge about Vietnamese entrepreneurship, an area that has not been well studied and the Vietnamese public relations agencies.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2023-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43330046","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 : 2022-12-30DOI: 10.1108/jmd-06-2022-0154
Kayhan Tajeddini, Taylan Budur, T. Gamage, Ahmet Demir, Halil Zaim, Ramazan Topal
PurposeThis paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC).Design/methodology/approachData were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling.FindingsFindings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB.Research limitations/implicationsA cross-sectional single source dataset is used to evaluate the hypothesized model.Originality/valueGrounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies.
{"title":"Impact of diversity management on innovative work behavior: mediating role of human resource management and affective commitment","authors":"Kayhan Tajeddini, Taylan Budur, T. Gamage, Ahmet Demir, Halil Zaim, Ramazan Topal","doi":"10.1108/jmd-06-2022-0154","DOIUrl":"https://doi.org/10.1108/jmd-06-2022-0154","url":null,"abstract":"PurposeThis paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC).Design/methodology/approachData were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling.FindingsFindings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB.Research limitations/implicationsA cross-sectional single source dataset is used to evaluate the hypothesized model.Originality/valueGrounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42811061","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}