Impact of Shared Leadership on Innovation Self-Efficacy and Self-Organization among Human Capital in Knowledge Ecosystem

2018 ◽  
Vol 6 (11) ◽  
pp. 1010-1014
Author(s):  
Sujata Dhopte ◽  
Anupama Iyer
Keyword(s):  
Human Capital ◽  
Self Efficacy ◽  
Shared Leadership ◽  
Self Organization

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

Bangladeshi immigrants’ self-organization and associationism in Venice (Italy)

2021 ◽  
Vol 18 (1) ◽  
pp. 111-122
Author(s):  
Claudia Mantovan
Keyword(s):  
Human Capital ◽  
Formal Education ◽  
Legal Status ◽  
Home Country ◽  
Local Level ◽  
The Self ◽  
Self Organization ◽  
Economic Context ◽  
Personal Variables ◽  
The Social

In Italy, most of the studies on immigrants’ associationism and participation have concentrated on the more formal andstructured aspects. Little research has been done on forms of immigrant self-organization not oriented towards the society in the country of adoption. Drawing on these considerations, this article analyzes the self-organization of Bangladeshi residents in the municipality of Venice considering both their infra-political and their politico-organizational mobilization, seeking relationships between these two spheres of action, identifying transnational bonds, and dynamics linked to the social and political context of their home country. At the same time, the study considers the influence of other factors, such as the social, political and economic context found in the country of immigration (at both national and local level), and also the personal variables that can influence people’s participation, such as gender, generation, social class, amount of time spent in the adopted country, legal status, formal education, human capital, attitudes and personal projects in general.

Shared Leadership and Team Performance

2019 ◽  
pp. 311-325
Author(s):  
Ana Martins ◽  
Isabel Martins
Keyword(s):  
Problem Solving ◽  
Organizational Performance ◽  
Self Efficacy ◽  
Shared Leadership ◽  
Positive Impact ◽  
Employee Performance ◽  
The Self ◽  
Social And Emotional ◽  
And Performance ◽  
Team Trust

This chapter contributes to the existing evidence on the constructs of shared leadership, social, and emotional capitals to demonstrate their significant galvanizing effect on team and organizational performance through trust. This study aimed to ascertain how leadership self-efficacy might influence shared leadership team, trust, and performance in this IT Company. Managers with self-reported ratings for the self-efficacy attributes cluster of leadership demonstrate greater probability of improving both perceived and actual employee performance. The emerging results concur with the aforementioned premise because these appear to emphasize the leadership self-efficacy attributes cluster of problem solving. These results may have a positive impact on the team and organizational performance as a whole.

Dynamics of Entrepreneurship Education

2018 ◽  
pp. 37-53 ◽  
Author(s):  
Michela Loi
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Self Efficacy ◽  
Behavioral Control ◽  
Entrepreneurship Education ◽  
Entrepreneurial Intentions ◽  
Perceived Behavioral Control ◽  
Human And Social Capital ◽  
University Course

Drawing upon an extracurricular university course on entrepreneurship, this work explores the dynamics among human and social capital and four learning outcomes: entrepreneurial intentions, perceived behavioral control, entrepreneurial self-efficacy, and startup activities. Following a longitudinal perspective, the study examined those dynamics in a sample of 66 students. Findings reveal that the influence of human capital decreased by the end of the course, yet played a fundamental role in improving intention and startup activities at the beginning of the course. A different pattern emerged for social capital (e.g., having friends who work as entrepreneurs), which maintained its relevance in enhancing perceived behavioral control, entrepreneurial self-efficacy, and startup activities after the course. Such results support the equalizer function of entrepreneurship education with respect to human capital, as well as underscore the paramount role of peers in sustaining the development of an entrepreneurial mindset.

scholarly journals Perceptions of employability among London’s low-paid: ‘Self-determination’ or ethnicity?

2015 ◽  
Vol 39 (1) ◽  
pp. 109-130 ◽  
Author(s):  
Richard Croucher ◽  
Sumeetra Ramakrishnan ◽  
Marian Rizov ◽  
Diana Benzinger
Keyword(s):  
Human Capital ◽  
Labour Market ◽  
Ethnic Groups ◽  
Self Efficacy ◽  
Explanatory Power ◽  
Self Determination ◽  
Specific Context ◽  
Individual Level

This article investigates how ethnicity, gender and other characteristics affect low-paid workers’ perceptions of their employability in London’s labour market, examining self-efficacy, ethnic and dual labour market theories. The authors find that perceptions vary considerably, both between genders and ethnicities and in the extent to which they are ‘justified’ by human capital attributes. Optimism varies between genders and ethnic groups but individuals’ perceptions vary to an even greater extent within genders and ethnic groups. Hence, individual-level ‘self-determination’ explanations of these perceptions appear to have greatest explanatory power in this specific context, although ethnic theories also have utility.

Job characteristics affect shared leadership

2018 ◽  
Vol 39 (6) ◽  
pp. 730-744 ◽  
Author(s):  
Swati Hans ◽  
Ritu Gupta
Keyword(s):  
Self Efficacy ◽  
Shared Leadership ◽  
Psychological Safety ◽  
Job Characteristics ◽  
Hierarchical Regression ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact ◽  
Leadership Influence ◽  
The Relationship

Purpose Shared leadership is characterized by exercising lateral leadership influence depending upon the task and the adroitness required for the task. The purpose of this paper is to examine the effects of job characteristics on shared leadership and explore the moderating effects of perceived self-efficacy, and psychological safety on the relationship between job characteristics and shared leadership. Design/methodology/approach The authors applied hierarchical regression and social network analysis using a sample of 23 teams consisting 219 employees from an Indian-based multinational BPO. Findings Results indicate that skill variety, task significance, autonomy and feedback are significant precursors for shared leadership, and psychological safety and perceived self-efficacy act as moderators. Research limitations/implications The study extends the literature associated with job characteristics in relation to shared leadership. Managers can encourage shared leadership using job design and by creating a psychologically safe environment to enhance performance of the team. The cross-sectional nature of the study and data from a single organization question the generalizability of the results. Originality/value The authors provide an initial understanding of the impact of job characteristics in a team for the development of shared leadership, which has not been studied so far. Also, psychological safety and self-efficacy of individuals in teams have not been explored in the past, moderating the job characteristics and shared leadership relationship.

The moderated mediation processes in firm-specific human capital development and task performance relationship

2019 ◽  
Vol 27 (3) ◽  
pp. 396-413 ◽  
Author(s):  
Hannah Vivian Osei ◽  
Ahmed Agyapong ◽  
Kwame Owusu Kwateng
Keyword(s):  
Human Capital ◽  
Task Performance ◽  
Work Engagement ◽  
Self Efficacy ◽  
Capital Investments ◽  
Human Capital Development ◽  
Content Type ◽  
Human Capital Investments ◽  
Capital Development ◽  
And Task

Purpose Interest has been generated for a while in unpacking the “black box” and providing a contingency approach to understanding the effects of human resource management (HRM) practices. This study aims to investigate the possibility that the relationship between human capital development and task performance is mediated by work self-efficacy and work engagement – and that this mediation depends on the degree of perceived investment in employees’ development. Design/methodology/approach Based on a synthesis of theories –systems, social cognitive and social identity theories – a moderated mediation model is tested using data from 220 academic employees and Heads of Departments from multiple Higher Educational Institutions in Ghana. AMOS and Hayes Conditional Process analysis were used to analyze the data. Findings The study finds support for a bundle of human capital investments boosting work self-efficacy and motivating work engagement, as well as task performance. Consistent with expectations, the mediation in human capital investments to task performance via work self-efficacy is conditional on the degree of perceived investment in employees’ development. Originality/value The study provides the first attempt at studying a conditional process model in human capital development by addressing whether, how and when human capital system functions more or less effectively, and provides knowledge on the “black box” in HRM.

What lies beneath resilience: Analyzing the affective-relational basis of shared leadership in the Chilean miners’ catastrophe

Leadership ◽  
2020 ◽  
pp. 174271502098606
Author(s):  
Matías Sanfuentes ◽  
Francisco Valenzuela ◽  
Alejandro Castillo
Keyword(s):  
Qualitative Analysis ◽  
Crisis Management ◽  
Shared Leadership ◽  
Work Capacity ◽  
Self Organization ◽  
Catastrophic Events ◽  
Below Ground ◽  
Collective Sensemaking ◽  
Nuanced Understanding ◽  
Modes Of Interaction

This article addresses how shared forms of leadership can activate resilient organizing to cope with catastrophic events by examining the case of the 33 Chilean miners’ rescue who survived confinement at 600 m below ground for 69 days. Qualitative analysis of interview and document data reveals how the miners as a group engaged in the sharing of agency vis-a-vis the task of absorbing strain and anxiety, thus enabling a sophisticated work capacity and a constructive relational dynamic. The miners’ resilient capabilities emerged from the activation of collective resources in three distinct yet complementary modes of interaction: self-organization, collaboration, and mutual caring. Our empirical findings indicate that the distribution of agency becomes essential for the promotion of both collective sensemaking and emotional containment in contexts of crisis. By accounting for such affective-relational underpinning of the sharing of leadership, this article contributes a more nuanced understanding of crisis management and the organization of positive, constructive responses to adversity, breakdown, and conflict.

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