Employability and Social Innovation: The Importance of and Interplay between Transformational Leadership and Personality

Claudia M. van der Heijde, Beatrice I.J.M. van der Heijden

    Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review

    13 Citations (Scopus)
    8 Downloads (Pure)

    Abstract

    Purpose — The purpose of this chapter is to draw attention to employability being
    an important social innovation that potentially thrives with transformational leadership, partly depending on certain personal characteristics such as managerial
    role and personality.

    Methodology/approach — The study was carried out among pairs of employees
    (314) and immediate supervisors (334) working at a large Dutch company that produces building materials. We made use of Linear Regression and Structural
    Equation Modeling to test our hypothesis and explore our assumptions with regard
    to the research model.

    Findings — We have found that transformational leadership is positively related to
    employee and supervisor ratings of employability. Furthermore, there is some indication that transformational leadership enhances employability in some situations,
    demonstrating differences between categories of workers with and without a managerial function. Moreover, it appeared that after controlling for personality, only
    the positive relationship between transformational leadership and supervisor ratings of employability, remained for the workers not having a managerial function.

    Research limitations/implications — Our study design comprised a cross-sectional
    approach and therefore future longitudinal research is necessary to investigate
    causal relationships between transformational leadership, personality, and
    employability.

    Practical implications — In terms of individual career development practices, our
    outcomes should be translated into increased attention for aligning leadership style
    to meet the requirements of all types of employees across the life-span.
    Social implications — By providing more insight into the increased importance of
    transformational leadership for certain groups of workers, this contribution is
    intended to come up with opportunities for increasing the employability for different
    types of workers.

    Originality/value — This chapter draws attention to the fact that transformational
    leadership can be a useful tool for stimulating employability of workers. Worker
    characteristics such as personality, work role (e.g., managerial role) and other lifespan
    factors always have to be taken into account for a customized approach, given
    the uniqueness of each and every employee.
    Original languageEnglish
    Title of host publicationHuman Resource Management, Social Innovation and Technology 14
    PublisherEmerald
    Pages55-72
    Number of pages18
    ISBN (Electronic)978-1-78441-129-9
    ISBN (Print)978-1-78441-130-5
    DOIs
    Publication statusPublished - 2014

    Publication series

    NameAdvanced series in management
    PublisherEmerald Group Publishing Ltd.
    Volume14
    ISSN (Print)1877-6361

    Keywords

    • Employability
    • Lifespan factors
    • Personality
    • Social innovation
    • Transformational leadership
    • Work role
    • 2024 OA procedure

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