Antecedents of Learning Agility in Asian Business Environment: The Role of Emotional Intelligence and Leader-Member Exchange
0
조회
0
다운로드
0
인용
0
참고문헌
키워드
초록
Purpose: This study investigates the antecedents of learning agility among employees in Korean organizations, addressing the literature gap in understanding factors that foster learning agility in Asian business environments. Research design, data, and methodology: A survey was conducted with 270 employees from three Korean conglomerate subsidiaries across diverse industries. Hierarchical regression analysis examined relationships between emotional intelligence, core self-evaluation, leader-member exchange social comparison (LMXSC), job involvement, person-job fit, and learning agility. Results: All hypothesized relationships were supported. Emotional intelligence (β = 0.27, p < 0.001) and LMXSC (β = 0.20, p < 0.001) emerged as the strongest predictors, followed by job involvement (β = 0.16, p < 0.01), person-job fit (β = 0.16, p < 0.01), and core self-evaluation (β = 0.13, p < 0.05). Conclusions: The findings highlight the critical role of emotional regulation and high-quality leader-member relationships in enhancing learning agility within Asian organizational contexts. These results provide practical insights for HR practitioners and leaders seeking to cultivate learning-agile talent in rapidly evolving Asian business environments.
Abstract
Purpose: This study investigates the antecedents of learning agility among employees in Korean organizations, addressing the literature gap in understanding factors that foster learning agility in Asian business environments. Research design, data, and methodology: A survey was conducted with 270 employees from three Korean conglomerate subsidiaries across diverse industries. Hierarchical regression analysis examined relationships between emotional intelligence, core self-evaluation, leader-member exchange social comparison (LMXSC), job involvement, person-job fit, and learning agility. Results: All hypothesized relationships were supported. Emotional intelligence (β = 0.27, p < 0.001) and LMXSC (β = 0.20, p < 0.001) emerged as the strongest predictors, followed by job involvement (β = 0.16, p < 0.01), person-job fit (β = 0.16, p < 0.01), and core self-evaluation (β = 0.13, p < 0.05). Conclusions: The findings highlight the critical role of emotional regulation and high-quality leader-member relationships in enhancing learning agility within Asian organizational contexts. These results provide practical insights for HR practitioners and leaders seeking to cultivate learning-agile talent in rapidly evolving Asian business environments.