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Article
Publication date: 2 March 2015

Tiina Maria Brandt and Piia Edinger

This study aims to investigate whether transformational leadership exists in teams, and if so, whether it is represented in a similar way as in more traditional leadership…

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Abstract

Purpose

This study aims to investigate whether transformational leadership exists in teams, and if so, whether it is represented in a similar way as in more traditional leadership situations. The study also aims to determine whether a team leader’s sex has an influence on the relationship between personality and team leadership when team members evaluate the leader’s behaviour.

Design/methodology/approach

A quantitative analysis is conducted on input from 104 team leaders and 672 team members from a Finnish university. Data were collected during university courses, and the team leaders’ transformational leadership styles were evaluated by team members at the end of the courses.

Findings

The results indicate that the transformational leadership questionnaire is applicable when studying team leadership; the Visioning dimension might be absent, but Modelling, Enabling, Challenging and Rewarding dimensions represent transformational leadership in teams. Women tend to be more transformational team leaders than men. Personality seems to influence both sexes, so that extraverted and judging personality types are more transformational leaders than introverted and perceiving ones. In relation to sex, introverted, sensing, thinking and perceiving female leaders are regarded as more transformational than men with similar preferences. Additionally, some personality preferences seem to be sex-neutral in terms of team transformational leadership when rated by team members.

Originality/value

There is no previous study combining these variables in the academic team context.

Details

Gender in Management: An International Journal, vol. 30 no. 1
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 23 July 2020

Maria Järlström, Tiina Brandt and Anni Rajala

This study aims to advance a holistic and integrated view to understand the relationship between career capital and career success among knowledge workers.

Abstract

Purpose

This study aims to advance a holistic and integrated view to understand the relationship between career capital and career success among knowledge workers.

Design/methodology/approach

The study examines the associations of three forms of career capital – human, social and psychological capital – on career success. Career success is measured through a subjective evaluation of career satisfaction and an objective evaluation of promotion. The data are drawn from 624 knowledge workers from Finland with an academic degree in business studies. The model is tested through structural equation modeling.

Findings

The results stress the importance of psychological capital as an important career resource among knowledge workers. Therefore, our findings contribute to career research by supporting the argument that context and/or occupational group matters in the relationship between career capital and career success.

Research limitations/implications

The cross-sectional data partly restrict our ability to delimit an impact. Further research using a longitudinal design would be required to confirm longitudinal effects. The respondents were a relatively homogeneous group of knowledge workers, and thus, the results are not generalized to other samples. The Finnish context (e.g., a high-quality education system, welfare society, dual-earner model) may also include special aspects that may have an effect on results limiting generalization to different contexts rather than Nordic ones.

Practical implications

Career capital is an important element of taking charge of one's career, which is expected in current working life scenarios. Given psychological capital has an impact on employees' career success, employees' psychological capital could be supported in organizations to help them to adapt to career changes. Employers benefit from individuals who are willing to invest in their work, and therefore, the employers should be aware of the individual factors that affect employees' career success.

Social implications

The meaning of career success may be context and culture related, as might its predictors. Hence, perceived career success may benefit and spill over to several stakeholders such as employers, family members and friends through its effects of positive energy and well-being. Career counselors could place more emphasis than currently on developing the psychological capital of their clients. The findings are important for other practitioners as well, such as human resource (HR) professionals who might consider dedicated programs fostering psychological capital qualities, which seem to relate to career success among knowledge workers.

Originality/value

A research model that considers career capital as an integrated entity is presented rather than focusing on a single form of career capital. Contextual issues were included by focusing on knowledge workers who represent careerists in a welfare society. These findings could advance career theory and provide developmental guidelines to help employers, HR and career-oriented individuals to build successful careers.

Details

Baltic Journal of Management, vol. 15 no. 5
Type: Research Article
ISSN: 1746-5265

Keywords

Content available
Article
Publication date: 1 November 2016

Adelina Broadbridge and Sharon Anne Mavin

3099

Abstract

Details

Gender in Management: An International Journal, vol. 31 no. 8
Type: Research Article
ISSN: 1754-2413

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