The Moderating Role of Transformational Leadership on Work Engagement: The Influences of Professionalism and Openness to Change

Jeong, Shinhee; Hsiao, Yu‐Yu; Song, Ji Hoon; Kim, Junhee; Bae, Sang Hoon

doi:10.1002/hrdq.21265

Cited by 22 publications

(23 citation statements)

References 84 publications

(109 reference statements)

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“…For example, Park, Song, Yoon, and Kim () found strong relationships between work engagement and innovative behaviors. In addition, Jeong et al () found a significant relationship between work engagement and openness to change. Salanova and Schaufeli () also indicated that engaged employees tend to have more proactive behaviors, which is critical to openness to change.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Openness to change also focuses on whether individuals expect that there will be changes in their work role and that these changes will have a positive effect on their jobs (Choi, 2011). Organizations can enhance employees' openness to change by frequently sharing information, building trust with top management, engaging employees in their work, and exposing employees to change initiatives (Jeong, Hsiao, Song, Kim, & Bae, 2016;Miller et al, 1994;Park, Song, Lim, & Kim, 2014).…”

Section: Literature Review Openness To Changementioning

confidence: 99%

“…This result supports Miller et al 's (1994) results, demonstrating the significant influence of employees' attitudes toward Volume 33, Number 3 / 2020 DOI: 10.1002/piq 321 openness to change. At an organizational level, knowledge-creation activities build trust among employees and toward top management and eventually establish a supportive organizational culture, which positively influences employees' openness to organizational change (Jeong et al, 2016;Park et al, 2014).…”

Section: Doi: 101002/piqmentioning

confidence: 99%

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Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Chai¹,

Song²,

You³

2020

Perf Improvement Qrtly

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While most studies on psychological ownership have examined the effect on work-related attitudes and behaviors, little research has focused on knowledge-creation practices and openness to change. Another concern is that most research on psychological ownership that has been conducted has mainly focused on private-sector organizations. In contrast, research on this topic in the public sector is scarce. Although public-sector organizations have become more competitive with the shift toward a performance-oriented paradigm and openness to change, the findings in the private-sector organizational context may not be applicable in a public-sector organizational context. Despite public = sector organizations' efforts to change, the organizational cultures of public and private sector organizations are still quite different (Choi & Park, 2014; Suh, Harrington, & Goodman, 2018). Most importantly, employees in public-sector organizations may conceptualize their psychological ownership differently in that the employees may have only psychological ownership. In contrast, employees in private organizations may have both legal and psychological ownership. Therefore, it is critical to explore the relationships among psychological ownership, engagement, change, and creation/innovation in the public-sector organizational context. Another limitation of previous studies is the lack of knowledge about psychological ownership in diverse cultural contexts. While much research on psychological ownership has been conducted in Western cultural contexts, very few studies have been conducted in non-Western cultural contexts (e.g., collectivistic and hierarchical cultures). Since the concept and measures of psychological ownership have been developed and validated in Western contexts, it is critical to validate them in the non-Western organizational and culture contexts (e.g., South Korea) to further explore the implications of the concept and measures. With advancements in South Korea's (Korea hereafter) industrial structure, the need for change and creativity has become inevitable in publicsector organizations to support the quickly transforming society and private-sector organizations (De Vries, Bekkers, & Tummers, 2016; Suh et al., 2018). Thus, the current study aims to examine the effects of psychological ownership on work engagement, knowledge creation, and openness to change in a Korean publicsector organization. Further, we examine the direct relationships among the constructs and the mediation effects of work engagement and knowledge creation in this context.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Review Openness To Changementioning

confidence: 99%

Section: Doi: 101002/piqmentioning

confidence: 99%

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Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Chai¹,

Song²,

You³

2020

Perf Improvement Qrtly

Self Cite

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“…Of the few studies available, even fewer have used large or multilocation organizational samples (Carter & Youssef‐Morgan, 2019; Kontoghiorghes, Awbre, & Feurig, 2005). Although leadership has been identified as a key factor in support for HRD‐oriented work cultures (Jeong, Hsiao, Song, Kim, & Bae, 2016; Park et al, 2015; Shuck, Alagaraja, Immekus, Cumberland, & Honeycutt‐Elliott, 2019), there has been little examination or agreement regarding the leadership characteristics that may be most effective—and far less in terms of empirical assessment.…”

Section: Introductionmentioning

confidence: 99%

“…The potential for TL to play a significant role in the achievement of organizational performance through support of HRD appears to be a growing theme in the existing HRD literature (Crane & Hartwell, 2018; Gillet & Vandenberghe, 2014; Han, Seo, Li, & Yoon, 2016; Jeong et al, 2016; Kim & Kim, 2017; Park, Song, Yoon, & Kim, 2013; Sheehan, Garavan, & Moreley, 2020). However, despite marked increases in TL‐related research and publications overall, TL has rarely been examined empirically in relation to either HRD or measured organizational performance outcomes.…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

115

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This large-scale study (n = 5,349) explores a long-standing, but rarely validated value chain. Since the inception of human resource development (HRD), the intersection between top organizational leadership, HRD, and organizational performance outcomes has been emphasized by scholars and practitioners. Leadership has been highlighted as the key catalyst both in encouraging employee learning and performance and in formulating an HRD supportive culture toward key organizational outcomes. However, there is a dearth of empirical studies that have focused on the intersection of leadership, HRD, and organizational performance, and virtually no studies have systematically investigated specific leadership practices, such as transformational leadership (TL). We explore the intersection between TL, HRD, and organizational performance by engaging 3,474 employees and 1,875 customers from 69 healthcare locations in the United States. Ideally, transformational leaders encourage followers to enrich their knowledge, skills, and abilities in order to increase individual and shared learning to advance organizational performance. A major organizational support function toward such employee development is HRD and its core domains-learning and performance. Those organizations fostering excellence in learning and performance have been identified as having strong organizational HRD cultures. The study reported herein supported

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Under the shadow of looming change: linking employees’ appraisals of organisational change as a job demand and transformational leadership to engagement and burnout

et al. 2022

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The Moderating Role of Transformational Leadership on Work Engagement: The Influences of Professionalism and Openness to Change

Cited by 22 publications

References 84 publications

Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Psychological Ownership and Openness to Change: The Mediating Effects of Work Engagement, and Knowledge Creation

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Under the shadow of looming change: linking employees’ appraisals of organisational change as a job demand and transformational leadership to engagement and burnout

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