Benevoleent leadership: Taiwanese study looks at whether it consistently lead to voluntary behaviors
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A study from Taiwan showed “benevolent leadership” style had a direct impact on employees’ voluntary behavior. And it also had an indirect impact on behavior through the intermediary of enhanced gratitude. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Year of publication: |
2023
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Published in: |
Human Resource Management International Digest. - Emerald Publishing Limited, ISSN 0967-0734, ZDB-ID 2082534-1. - Vol. 31.2023, 4, p. 6-7
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Publisher: |
Emerald Publishing Limited |
Subject: | Taiwan | Trust | Benevolent leadership | Voluntary behaviors |
Saved in:
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