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The paper aims to test the impact of gender‐relevant factors on professional respect for leaders.

Three determinants were analysed: gender constellation (gender match) between leaders and followers, gender‐stereotypic leadership behaviour, and followers' gender role attitudes. A field study with N₁=121 followers and their N₂=81 direct leaders from 34 German organisations was conducted. Leaders were on the lowest level of hierarchy.

The data showed that female leaders are at risk of receiving less professional respect from their followers than male leaders: male followers of female leaders had less professional respect than female followers of male leaders. Moreover, gender role discrepant female leaders (i.e. autocratic) got less respect than gender role discrepant male leaders (i.e. democratic). But no difference was found with regard to gender role congruent female (i.e. democratic) and male (i.e. autocratic) leaders. Finally, followers with traditional gender role attitudes were prone to have comparatively little professional respect for female leaders.

Future research should analyse gender‐relevant factors that influence the granting of professional respect and systematically compare these effects across branches. Furthermore, it would be interesting to see whether followers evaluate leaders from higher levels of hierarchy in the same way as our respondents did.

In order to promote women in leadership positions, followers' prejudices against female leaders should be reduced.

Field studies about the evaluation of female and male leaders explicitly considering their followers' gender role attitudes are rare. The results reflect that sexism is well and alive.

Meta‐analytic evidence exists that the numerical dominance of one gender group among employees can affect the behaviour of female and male leaders. The purpose of this paper is to hypothesis that leaders will show more transformational behaviour when they hold a minority status. Transformational behaviour might help to mitigate discrepancies between male leaders' gender and the feminine context, as well as between female leaders' gender and the masculine leadership role.

N₁=455 team members answered questionnaires about their work satisfaction and their team leaders' transformational leadership, whilst N₂=142 team leaders answered questions regarding their teams' goal fulfillment.

Female and male leaders are rated more transformational in economic sectors and working groups where they hold a minority status. The paper finds a positive interrelation between transformational leadership and followers' work satisfaction for male leaders, but not for female leaders.

Future research should compare female and male leaders from extremely gender‐typed economic sectors and from higher levels of the organisational hierarchy. This would provide evidence whether the findings could be generalised to other samples.

The findings point to the potential advantage of being a high‐transformational male leader in female‐dominated contexts. Irrespective of the numerical dominance of one gender group, followers of low‐transformational female leaders are more satisfied than those of low‐transformational male leaders.

The paper uses sector‐level (gender‐typicality of economic sectors) as well as group‐level data (gender‐composition of working groups) to account for the numerical dominance of female and male employees.

(1) This research aims to identify the relationship between authentic leadership (AL) and job engagement (JE) perceived by university teachers and (2) to investigate the relationship between AL and JE by the mediation of occupational self-efficacy (OSE).

This research is descriptive in nature, and thus, a quantitative research method is used to find the impact of AL on employee work engagement and the mediating role of employee trust and OSE. In this research, convenience sampling technique was used, a type of non-probability sampling method where the sample is taken from a group of people who are easily accessible. The sample chosen for this research comprised of 95 employees working at different universities in Bangladesh. Primary and secondary data collection methods are being used in this research. The data are collected from primary sources through questionnaires with close-ended questions.

The findings of this study support the previous studies Hassan and Ahmed (2011) indicate that the authentic behavior of leaders promotes healthy work environment that fosters the trust level of employees. When leaders are authentic, genuine and honest toward their employees and maintain transparency in an organization, it influences and motivates employees' work engagement. Furthermore, the results are supported by Hsieh and Wang’s (2015) research, which found that the relational transparency behavior exhibited by authentic leaders influences employees' self-efficacy (SE). When a leader openly shares ideas, opinions and clearly states what is expected from them, it will increase employees’ OSE and makes them more willing to get themselves engaged.

The limitations of this study were the shortage of time constraints, due to which a quantitative method was adopted to gather the data. The sample size was comprised of 95 respondents and does not represent the entire population of Bangladesh. To analyze the data, we have used the convenience sampling technique, which does not cover every sector of Bangladesh. Moreover, employees were reluctant to provide accurate data. This study is based on the perspective of university teachers only and does not explore AL from supervisors’ perspectives. Further research is required to explore this relationship from the perspective of both supervisor and employee. The sample size should be increased to cover the other regions of Bangladesh in order to represent the population. Cultural variables may also be included for future research purposes to examine the relationship between AL and work engagement because the culture of an organization determines the leadership style of a leader.

Despite the recent attention from government universities to develop the performance of public sector teaching staff, scientific public management research is developing unfortunately restricted (Osborne, 2016). Moreover, the findings of this study depict the importance to understand the constructions like leaders' authenticity that lead to the promotion of confidence in their employees and, as such, an increase in their JE and performance. In managerial implication, this study has provided useful information to the management of the private and public sectors. With this information, the management will be able to know how to increase the engagement and commitment of employees. This research will help academic professionals in public and private sector universities to know how AL style positively influences employees’ engagement.

This is an original work with practical value.

The purpose of this paper is to investigate the relationship between career ambition – defined as high achievement motivation and strong career orientation – and both extrinsic (salary, position) and intrinsic success (job satisfaction, goal attainment) of psychologists. Over and above this, the authors explore whether extrinsic success predicts intrinsic success or vice versa.

In order to analyze the impact of career ambition on extrinsic and intrinsic success, the authors conducted two online studies with psychology graduates – a cross-sectional study (Study 1; n=119) and a longitudinal one (Study 2; n=63; two-three years interval between assessment points). The authors applied regression and cross-lagged analyses to investigate the interplay of career ambition and career success.

The results show that career ambition impacts on both extrinsic and intrinsic success. More specifically, extrinsic success was positively predicted by career orientation in Study 1. In contrast, achievement motivation was negatively related to intrinsic success (Study 1) and even diminished it over time (Study 2). Findings of the cross-lagged analysis further underlined that intrinsic success predicts extrinsic success.

The study contributes by separately investigating two aspects of career ambition and showing their different effects on career success in the specific profession of psychologists. As cross-lagged findings revealed that psychologists’ intrinsic success predicted their extrinsic success and not vice versa, the authors discuss whether psychologists might be worsening their career development in the long run by showing high achievement motivation.

The purpose of this paper is to examine the effect of human resource development on turnover intention through the mediating role of organizational commitment.

This paper used a quantitative research design. Data were collected from 204 flight attendants employees working at Royal Jordanian Airlines Company using an email survey questionnaire. Structural equation modeling (SEM) was adopted to test the hypothesized model.

The results assure positive effect of human resource development (HRD) on organizational commitment. Negative effect of both HRD and organizational commitment to turnover intention is observed. The results also confirm that the effect of HRD on turnover intention is negatively mediated by organizational commitment.

This research paper extends the literature by empirically adducing evidence that organizational commitment negatively mediated the effect of human resource development on turnover intention of the airlines in Jordan.

本研究擬透過組織承諾的中介角色,探討人力資源發展對離職意向的影響。

本研究採用了定量研究法。數據透過電郵問卷調查,從204名在皇家約旦航空公司工作的機艙服務員取得的。研究人員使用結構方程模型來測試假設模型。

研究結果確認了人力資源發展對組織承諾的積極作用,也肯定了人力資源發展和組織承諾兩者對離職意向的負面影響。研究結果亦確認了人力資源發展對離職意向的影響,是會受組織承諾負介導的。

由於研究在約旦的航空工業內進行,故取得的數據不能概括地廣泛應用於其他行業上。

研究的結果,在人力資源發展、組織承諾和離職文獻的知識體系上提供了新的信息。本研究亦顯示了在一個仍未充分探討、處於發展中國家的公司的背景下,人力資源發展、組織承諾與離職意向三者之間的相互作用。由於過去對人力資源發展和離職的研究大多是在發達國家進行的,故本研究的結果,確切證明了在發展中國家的背景裡,機艙服務員對人力資源發展的看法,會影響其態度的情感部分和行為意向。再者,本研究或可填補以發展中國家為背景之離職文獻研究缺口,尤其是約旦。實際上,面對員工有離職意向這挑戰的航空公司管理階層或需特別關注這個學術研究,這也正是本研究主要的啟示。航空公司經理和政策制定者可使用本研究的結果、作為他們研發人員保持策略的指導原則,以把員工離職的意欲減至最低。

研究以實驗為依據,引證了就約旦航空公司而言,人力資源發展對離職意向的影響,是會受組織承諾負介導的。