Employability and Social Innovation:The Importance of and Interplay between Transformational Leadership and Personality

Purpose — The purpose of this chapter is to draw attention to employability beingan important social innovation that potentially thrives with transformational leadership, partly depending on certain personal characteristics such as managerialrole and personality.Methodology/approach — The study was carried out among pairs of employees(314) and immediate supervisors (334) working at a large Dutch company that produces building materials. We made use of Linear Regression and StructuralEquation Modeling to test our hypothesis and explore our assumptions with regardto the research model.Findings — We have found that transformational leadership is positively related toemployee and supervisor ratings of employability. Furthermore, there is some indication that transformational leadership enhances employability in some situations,demonstrating differences between categories of workers with and without a managerial function. Moreover, it appeared that after controlling for personality, onlythe positive relationship between transformational leadership and supervisor ratings of employability, remained for the workers not having a managerial function.Research limitations/implications — Our study design comprised a cross-sectionalapproach and therefore future longitudinal research is necessary to investigatecausal relationships between transformational leadership, personality, andemployability.Practical implications — In terms of individual career development practices, ouroutcomes should be translated into increased attention for aligning leadership styleto meet the requirements of all types of employees across the life-span.Social implications — By providing more insight into the increased importance oftransformational leadership for certain groups of workers, this contribution isintended to come up with opportunities for increasing the employability for differenttypes of workers.Originality/value — This chapter draws attention to the fact that transformationalleadership can be a useful tool for stimulating employability of workers. Workercharacteristics such as personality, work role (e.g., managerial role) and other lifespanfactors always have to be taken into account for a customized approach, giventhe uniqueness of each and every employee.</div

The Role of Performance Management in the High Performance Organisation

The allegiance of partnering organisations and their employees to an Extended Enterprise performance is its proverbial sword of Damocles. Literature on Extended Enterprises focuses on collaboration, inter-organizational integration and learning to avoid diminishing or missing allegiance becoming an issue. In this paper we will argue that interrelating the marketing literature on the Service Logic with the performance management literature on Extended Enterprises will provide a new perspective on how to deal with this issue. Simultaneously flexible co-­‐created performance indicators play a key role in enhancing this perspective

Does (in)formal learning enhance employability?

Not much is known about the actual contribution of informal learning to employability over and above formal learning activities. This paper presents the findings of a research project among 215 university non-academic staff members. Findings indicate that employability is enhanced by a mix of formal and informal learning opportunities. Possibilities for networking appear to be significant for employability

Sustainable careers : towards a conceptual model

This paper aims to move the research field on sustainable careers forward by building conceptual clarity about what a sustainable career means and delineating what distinguishes sustainable from non-sustainable careers, thereby providing key indicators of a sustainable career. Moreover, we approach sustainable careers from a systemic and dynamic perspective and address influential factors associated with stakeholders situated in multiple contexts and evolving over time. We elaborate on core theoretical frameworks useful for enhancing our understanding of what makes careers sustainable and present three key dimensions that can help to analyze and study sustainable careers: person, context, and time. Finally, we propose a research agenda that we hope will spur scholars to examine the topic in more detail in future empirical work

Organizational climate for innovation and organizational performance : the mediating effect of innovative work behavior

Contains fulltext : 169206.pdf (publisher's version ) (Closed access)Despite a plethora of literature on organizational climate for innovation and the persuasive arguments establishing its link to organizational performance, few studies hitherto have explored innovative work behavior of managers. Specifically, limited attention has been paid to explaining how organizations perceive the importance of stimulating innovative work environments. Drawing from organizational climate theory, this study investigates the mediating effects of innovative work behavior on the relationship between organizational climate for innovation and organizational performance. Our findings from a survey of 202 managers working in Malaysian companies demonstrate that innovative work behavior plays a mediating role in the relationship between organizational climate for innovation and organizational performance. Implications of these findings and avenues for future research are discussed

Unraveling the complex relationship between career success and career crafting : exploring nonlinearity and the moderating role of learning value of the job

Contains fulltext : 236760pub.pdf (Publisher’s version ) (Open Access) Contains fulltext : 236760pos.pdf (Publisher’s version ) (Open Access)31 augustus 202

The Best of Both Worlds: The Role of Career Adaptability and Career Competencies in Students' Well-being and Performance

In addition to acquiring occupation-specific knowledge and skills, students need to develop a set of career self-management skills – or resources – that helps them to successfully maneuver the various career-related challenges they face and that stimulate their well-being, engagement, and performance in studying tasks. In the current study, we apply the Job Demands-Resources (JD-R) theory in an educational setting and suggest that career adaptability and career competencies are important career resources that predict both life satisfaction and academic performance via students’ satisfaction with the choice of their major and study engagement. Undergraduate students (N = 672) from nine different colleges and universities in Lithuania participated in the study. The results revealed that career adaptability and career competencies were positively linked to students’ life satisfaction, both directly and via study engagement. In addition, these career resources were positively, yet indirectly, related to academic performance via study engagement. Overall, the results suggest that career resources contribute to study engagement, life satisfaction, and academic performance. The results of our study further support JD-R theorizing and its applicability in student samples. Further theoretical and practical implications are discussed