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Developing global organizational leaders’ social capital (take out “introduction”)

Developing global organizational leaders’ social capital (take out “introduction”) The purpose of this study is to better understand what components impact the creation of organizational leaders’ social capital. The study further seeks to illuminate the effects of participating in a leadership development seminar on the creation of social capital in global contexts.Design/methodology/approachThe data was collected through questionnaires from 540 leaders across 69 countries of a global firm. The hypotheses that were developed from existing literature were tested using regression analysis. Quantitative scales were created by averaging the responses to the pertinent survey items. The reliability of these scales was assessed with Cronbach’s alpha. Factor analysis was performed to assess whether the items from each scale measure distinct constructs.FindingsThe results of this research showed effects of three components (interactive opportunities, individual-owned resources and motivational interactivity constraints) on social capital. Specifically, the research substantiated that these components differently impacted advice ties and social relations.Research limitations/implicationsThe study showed that firm leaders’ advice ties and social relations were differently impacted by identified components. With this in mind, organizations need to consider how they enhance and maintain the balance between advice ties and social relations among their leaders.Originality/valueEmpirical testing targeting organizational leaders in a global firm helped reveal findings in which variables impact their social capital. Based on the findings, this paper presents a framework that shows the identified components’ impacts on social capital ties and social relations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Training and Development Emerald Publishing

Developing global organizational leaders’ social capital (take out “introduction”)

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2046-9012
DOI
10.1108/ejtd-03-2020-0047
Publisher site
See Article on Publisher Site

Abstract

The purpose of this study is to better understand what components impact the creation of organizational leaders’ social capital. The study further seeks to illuminate the effects of participating in a leadership development seminar on the creation of social capital in global contexts.Design/methodology/approachThe data was collected through questionnaires from 540 leaders across 69 countries of a global firm. The hypotheses that were developed from existing literature were tested using regression analysis. Quantitative scales were created by averaging the responses to the pertinent survey items. The reliability of these scales was assessed with Cronbach’s alpha. Factor analysis was performed to assess whether the items from each scale measure distinct constructs.FindingsThe results of this research showed effects of three components (interactive opportunities, individual-owned resources and motivational interactivity constraints) on social capital. Specifically, the research substantiated that these components differently impacted advice ties and social relations.Research limitations/implicationsThe study showed that firm leaders’ advice ties and social relations were differently impacted by identified components. With this in mind, organizations need to consider how they enhance and maintain the balance between advice ties and social relations among their leaders.Originality/valueEmpirical testing targeting organizational leaders in a global firm helped reveal findings in which variables impact their social capital. Based on the findings, this paper presents a framework that shows the identified components’ impacts on social capital ties and social relations.

Journal

European Journal of Training and DevelopmentEmerald Publishing

Published: May 12, 2021

Keywords: Leadership development; Social relations; Social capital; Cross-culture; Advice ties; Global organizational leaders

References