Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Faculty of Business | en_US |
| dc.contributor.advisor | Liu, Wu (MM) | en_US |
| dc.creator | Huang, Ning | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/12225 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | en_US |
| dc.rights | All rights reserved | en_US |
| dc.title | How does job rotation influence management trainees' leadership development? The role of career initiative and design of job rotation | en_US |
| dcterms.abstract | Job rotation has been one of the most important leadership development methods in management trainees’ programs, but only seldom researchers have investigated the relationships between job rotation and leadership development. Moreover, these researchers did not dive into the mechanism of how leadership development mediates the relationship between job rotation and promotability or turnover intention, nor did they study how the design of job rotation (task novelty and social novelty) affect leadership development. | en_US |
| dcterms.abstract | The current study examined the mechanism by analyzing three relationships: 1. The relationship between career initiative and leadership development, and the mediating effect of leadership development among the relationship between career initiative and promotability or turnover intention. 2. The relationship between task novelty and leadership development, and the mediating effect of leadership development among the relationship between task novelty and promotability or turnover intention. 3. The relationship between social novelty and leadership development, and the mediating effect of leadership development among the relationship between social novelty and promotability or turnover intention. | en_US |
| dcterms.abstract | This study investigated 104 pairs of management trainees and supervisors for 6 months with three-time points at two-month intervals. By using cross-lagged analysis, the results show six findings: First, the study demonstrates the positive relationship between career initiative and three key elements of leadership development (leader identity, leadership self-efficacy, and leadership skills). Second, the study demonstrates the relationship between social novelty but not task novelty is positively related to three elements of leadership development (leader identity, leadership self-efficacy, and leadership skills). Third, it is demonstrated that leader identity is positively related to promotability. Fourth, it is demonstrated that leadership self-efficacy and leadership skills are both negatively related to turnover intention. Fifth, this study finds that leader identity mediates the positive relationship between career initiative and promotability. Sixth, this study finds that leadership self-efficacy plays a mediating role between the negative relationship of career initiative and turnover intention. | en_US |
| dcterms.extent | viii, 103 pages : illustrations | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2023 | en_US |
| dcterms.educationalLevel | D.B.A. | en_US |
| dcterms.educationalLevel | All Doctorate | en_US |
| dcterms.LCSH | Job rotation | en_US |
| dcterms.LCSH | Personnel management | en_US |
| dcterms.LCSH | Leadership | en_US |
| dcterms.LCSH | Career development | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 6744.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.36 MB | Adobe PDF | View/Open |
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