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  • br Acknowledgement br Introduction The reason why

    2018-11-12


    Acknowledgement
    Introduction The reason why leadership maters a lot in organizational behavior studies is evident from the fact that, since 2000, organizations have spent $50 billion per year on the leadership development (McCallum & Connell, 2009). Recent studies also indicated an increase interest in studying the social facets of leadership (Balkundi & Kilduff, 2006; Uhl-Bien, 2006). According to many authors, the role of leaders and managers in optimizing the organizational social capital is also under critical debate since last decade (e.g. Hitt & Duane, 2002; Lengnick-Hall & Lengnick-Hall, 2003; Luthans & Youssef, 2004; Ellinger, Ellinger, Bachrach, Wang & Bas, 2011). Moreover, in the past decade, due to the increased focus in exploring the social facets of leadership, researchers’ interest in finding out the relationship between leadership and social capital has also captured extended interest. According McCallum and Connell (2009), in the presence of virtual business settings and unpredictable business conditions, it is very crucial for organizations to prepare its organizational leaders with such skills that help them to generate, use and also endure organizational social capital. As the importance of different facets of leadership has augmented, so does the value of relational leadership׳s effect have burgeoned. It has become a critical form of leadership displaying more effectiveness on behalf of the leaders (Komives, Lucas, & McMahon, 2009; Uhl-Bien, 2006; Komives, Lucas & McMahon, 2013). Therefore, it suggests that relational leadership is considered relatively a new concept in leadership studies (Uhl-Bien, 2006). On the other hand, organizational social capital (OSC) is although not very new concept but considered as very important mao inhibitors for organizational competitiveness (Hitt & Duane, 2002), advocating that it is increasingly recognized as beneficial organizational resource by many researchers (e.g., Cohen & Prusak, 2001; Briena & Smallman, 2011). Some authors mentioned that social capital is still under developmental stages and for human resource development professionals and researchers it is at its exploratory stages (particularly in organizational context). Most of the workplace studies focused social capital as a result of worker behavior (for example Adler & Kwon, 2002). Additionally, some (e.g., Hodson, 2005; Whiteneret al., 1998) also focused managerial behavior as a contributor for organizational social capital. Further, others insisted on the increased responsibility of managers and leaders in leveraging organizational social capital for their followers (Ellinger et al., 2011). Therefore, leadership is proposed as an important organizational element that is found effecting organizational social capital significantly. Although, different forms of leadership are considered in previous studies (For example; transformational leadership); however, the role relational leadership in generating organizational social capital is yet has to be discovered. Therefore, the purpose of this research study is to find out that what is the effect of relational leadership on organizational social capital, particularly in Chinese context. Particular focus is given to three popular forms of organizational social capital i.e. structural organizational social capital (SOSC), relational organizational capital (ROSC) and cognitive organizational social capital (COSC). This study also provides practical implications and limitations at the end.
    Literature review
    Theoretical framework and hypotheses On the basis of the above literature and arguments, following hypotheses are generated for this study. The hypothesized relationship among the variables of the study is depicted in Fig. 1. Relational leadership is the independent variable, whereas, structural OSC, relational OSC and cognitive OSC are the dependent variables. Therefore;