Acceso usuarios
Ka Shing Lau
, Ian Mackechnie
Purpose: The aim of this study is to explore previous and latest literature, as well as examine the concept of leadership for learning to organizational values.
Theoretical framework: This theoretical framework tentatively projects effective leadership to the development of learning aligning with organizational values within an organization, it specifically focuses on hospitality and retailing from HR in Hong Kong. The framework includes the alignment of learning, learning culture, leadership, organizational values, and HR practices.
Design/methodology/approach: The concept of leadership for learning to organizational values were explored by literature with a matrix created, and tentatively formed 6 items for data collection from HR and related professionals, with 116 responses. Exploratory factor analysis was carried out by SPSS software.
Findings: With the factor loading required at least over 0.6 (the actual value of each item was higher than 0.8) as well as the scale over 0.9, the results showed those 6 items as one component of leadership for learning to organizational values.
Research, Practical & Social implications: The study practically implied the importance of leadership to employee, team and organizational learning. The allowed HR be more insightful in future practice and policy, regarding the association of learning, culture, organizational value as well as leadership.
Originality/value: The value of the study significantly explored the interconnection of learning, culture, leadership and organizational values in the specified Hong Kong’s context in hospitality and retailing. It would be potentially valuable for HRM practices and promotional organizational success in the future.
