The effects of core self-evaluation and corporate culture on servant leadership and organizational performance : Focus on the tourist hotels in Busan

2019 ◽  
Vol 28 (2) ◽  
pp. 73-92
Author(s):  
Do-Byung Park ◽  
Jun-Hyuk Lee
2010 ◽  
Author(s):  
Tae-Yeol Kim ◽  
Robert C. Liden ◽  
Lin Bian ◽  
Sang-Pyo Kim
Keyword(s):  

2020 ◽  
Vol 48 (10) ◽  
pp. 1-15
Author(s):  
Hao Chen ◽  
Yiduo Ye ◽  
Jichang Guo

We investigated potential mechanisms that may explain the relationship between weight stigma and disordered eating behaviors, using 2 mediation models. In the first model we hypothesized that the relationship between weight stigma and disordered eating behaviors would be mediated by weight bias internalization, and jointly mediated by both weight bias internalization and core self-evaluation. In the alternative model we hypothesized that this relationship would be mediated by core self-evaluation, and jointly mediated by both core selfevaluation and weight bias internalization. Participants were 421 primary and secondary school students (aged 9–14 years) representing various weight categories, who responded to items about their weight stigma, weight bias internalization, core self-evaluation, and disordered eating behaviors. Results show that the 2 mediation models had a good fit to the data. Thus, improving core self-evaluation and reducing weight bias internalization appear to be significant for treating disordered eating behaviors in preadolescents and adolescents.


2021 ◽  
pp. 104515952110124
Author(s):  
Anita Samuel ◽  
Steven J. Durning

Billions of dollars are spent annually on leadership training and development courses. Unfortunately, this training, both at organizational and university levels, does not appear to consistently result in significant adult learning or better organizational performance. These programs tend to focus on the theories of leadership within closed classroom environments and sometimes present case studies to encourage application of knowledge. The content is typically dissociated from both context and leadership experiences and a “one size fits all” approach is adopted. This approach does not account for the corporate culture that is unique to every organization, even every department. In this innovation in practice article, we present a leadership practicum course tailored for adult learners that provides an experiential approach to leadership training enhanced by expert coaching. Initial results indicate that health care professionals appreciate the ability to transfer theory to practice and the feedback they receive from expert coaches. We present the practicum course and provide two cases to explicate the process; we share initial findings from the course and end with our next steps.


Maturitas ◽  
2011 ◽  
Vol 68 (1) ◽  
pp. 88-93 ◽  
Author(s):  
Michael K. Baker ◽  
David J. Kennedy ◽  
Philip L. Bohle ◽  
Deena Campbell ◽  
James H. Wiltshire ◽  
...  

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