Transformational leadership and knowledge creation practices in Korean and US schools: knowledge assets as mediators

Occupational health literacy and work ability: a moderation analysis including interpersonal and organizational factors in healthy organizations

Introduction

Healthy organizations approach to occupational safety and health should holistically include individual, interpersonal, and organizational levels. There is an empirical research gap in considering different levels in organizations for health promotion in the context of maximizing work ability. This study aims to investigate the association of (1) occupational health literacy (on an individual level), (2) health-oriented leadership (interpersonal level), (3) participation possibilities in health, and (4) values of health in companies (both organizational levels) on work ability. Additionally, we examined the potentially moderating role of health-oriented leadership, participation possibilities in health, and values of health between occupational health literacy and work ability.

Methods

Cross-sectional data were obtained from 828 employers and employees in small and medium-sized enterprises. Self-report measures included occupational health literacy, health-oriented leadership, work ability, participation possibilities in health at work, and values of health in the company. Occupational health literacy comprises two factors: a knowledge-/skill-based approach to occupational health and a willingness/responsibility for occupational health. Participation possibilities in health are measured regarding participatory opportunities and co-creation of health at work. Values of health in the company capture the importance of health in the workplace and the scope for improving employees' health. Data were analyzed using latent regression and latent moderation analyses controlling for age, gender, and educational level.

Results

Occupational health literacy (knowledge-/skill-based), health-oriented leadership, participation possibilities in health, and values of health in companies showed positive associations with work ability. Health-oriented leadership on an interpersonal level was found to moderate the positive relationship between (knowledge-/skill-based) occupational health literacy and work ability. Participation possibilities in health on an organizational level acted as a moderator on the relationship between both occupational health literacy factors and work ability.

Discussion

Individual, interpersonal, and organizational factors play important roles in maintaining work ability in healthy organizations. This study highlights the importance of promoting occupational health literacy among employees and leaders, creating a healthy workplace through health-oriented leadership, and providing participatory opportunities for co-creation in health promotion at work. Future research should further explore these factors' roles in different industries and contexts and how they may be addressed effectively in tailored workplace interventions.

Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership

Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites the question: how do leaders facilitate individual, group and organizational learning? Several studies have examined relationships among leadership and learning and potential mediating and moderating variables. However, because this literature is extensive and fragmented it is difficult to discern what is known about how leadership contributes to individual, group and organizational learning. Accordingly, there is a pressing need to assemble and evaluate the existing studies. To address this limitation of the literature, this paper presents a systematic review and critique of literature in this field. Our review of 105 studies suggests that there are statistically significant relationships between different types of leadership and learning at the individual, group, and organizational levels. Furthermore, the findings indicate that these relationships are often mediated by other variables. However, little is known about moderators and boundary conditions. Based on the findings, it would be premature to say with certainty that leadership causally influences learning, since the empirical basis for such a claim is lacking. We outline the conceptual, theoretical, methodological, and empirical refinements needed to guide future research on learning-oriented leadership and advance this research trajectory. The findings of our review and our conclusions will be informative for researchers and practitioners.

It’s a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

Purpose

The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation.

Design/methodology/approach

The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling.

Findings

The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation.

Research limitations/implications

The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers.

Practical implications

This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation.

Originality/value

This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.

Does ethical leadership and psychological capital promote knowledge creation? An empirical study of research organizations

Purpose

This study aims to empirically examine the relationship of ethical leadership and psychological capital with knowledge creation. It also investigates the effect of psychological capital as a mediator in the relationship between ethical leadership and knowledge creation.

Design/methodology/approach

This study is based on quantitative research methodology. The data was gathered using a survey questionnaire from 286 members of public-sector research organizations (PSROs) in India. Structural equation modelling (SEM) was used for hypotheses testing.

Findings

The findings of this study show that ethical leadership and psychological capital have a positive influence on knowledge creation. Further, psychological capital mediated the relationship between ethical leadership and knowledge creation.

Research limitations/implications

This study is a quantitative cross-sectional study. However, future researchers may use qualitative research methodology and longitudinal data collection to supplement this study.

Practical implications

This study provides new understanding into the creation of knowledge by emphasizing on the critical role played by ethical leadership and psychological capital and, thus, makes significant theoretical contribution. It emphasizes that managers should not only be ethical but also use interventions to strengthen psychological capital of employees to strengthen knowledge creation.

Originality/value

To the best of authors’ knowledge, this is the first study to examine the underlying mechanism of psychological capital in explaining the links of ethical leadership with knowledge creation.

Knowledge creation elements for enhancing community resilience towards disaster: A Delphi study

Knowledge capacity plays a vital role in building community resilience to disasters. However, the problem is that there is no resilience framework that integrates the knowledge creation process. This article introduces a new framework for increasing community resilience based on knowledge creation theory (KCT). This research aims to define the elements that support the Knowledge Creation for Community Resilience (KCCR) and to gain consensus from experts on these factors. This study was conducted using semi-structured interviews with five panellists and three rounds of Delphi technique to determine the assessment of 26 factors (including six additional factors) that have been identified by experts (30, 18 and 11 experts in rounds I, II and III, sequentially). The data analysis was carried out in several stages, and included Spearman's Rank Correlation Coefficient, consensus appraisal and interrater agreement (IRA) statistical evaluation. The result of the agreement level (AL) analysis shows that the majority of the constructs (96.15%) are in the 'moderate strong' category. This study shows that there is a significant consensus (with IRA index [a wg(1)] ranging from 0.529 to 1), and panellists confirm the significance of all the key constructs. Consensus was gained from experts on seven elements that support the KCCR. This study establishes a systematic, operational and multidimensional KCCR framework that combines the concepts of knowledge creation, community resilience and disaster preparedness. This framework can be used as a qualitative instrument or guidance to build community resilience based on knowledge creation and a quantitative tool for measuring community resilience in facing disasters.

The Effects of Transformational Leadership on Organizational Performance: Testing the Mediating Effects of Knowledge Management

Transformational leadership is a sustainable and exemplary form of leadership that liberates subordinates’ ideas, enables subordinates to view problems from a different perspective, helps adaptation to changing environments, and increases Human Resources Management effectiveness in public and service institutions. The effects of transformational leadership on organizational performance by means of knowledge management have been examined in this study on the northern Cyprus Security Forces. In addition, the study aims to analyze the relationships between transformational leadership, knowledge management, organizational performance, job satisfaction, organizational learning, and knowledge creation processes. The questionnaire was conducted in three different periods using a time-lag method, and data were collected from 1229 employees for this study. The collected data were analyzed using structural equation modeling (Lisrel 8.54). The findings of the research include 17 hypotheses that were supported, and 1 hypothesis that was not. In addition, it was determined that organizational learning, knowledge management, and job satisfaction mediate the effect of transformational leadership on organizational performance.