Benevoleent leadership: Taiwanese study looks at whether it consistently lead to voluntary behaviors

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

A study from Taiwan showed “benevolent leadership” style had a direct impact on employees’ voluntary behavior. And it also had an indirect impact on behavior through the intermediary of enhanced gratitude.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2023), "Benevoleent leadership: Taiwanese study looks at whether it consistently lead to voluntary behaviors", Human Resource Management International Digest, Vol. 31 No. 4, pp. 6-7. https://doi.org/10.1108/HRMID-03-2023-0043