Publication Date
In 2025 | 0 |
Since 2024 | 0 |
Since 2021 (last 5 years) | 0 |
Since 2016 (last 10 years) | 0 |
Since 2006 (last 20 years) | 2 |
Descriptor
Labor Force Development | 3 |
Leadership | 3 |
Work Environment | 2 |
Administrators | 1 |
Citizenship | 1 |
Correlation | 1 |
Educational Opportunities | 1 |
Employees | 1 |
Goal Orientation | 1 |
Human Resources | 1 |
Informal Education | 1 |
More ▼ |
Source
Human Resource Development… | 3 |
Author
Bell, Alexandra | 1 |
Byrd, Marilyn | 1 |
Desiderio, Katie P. | 1 |
Djibo, Idriss J. A. | 1 |
Enos, Michael D. | 1 |
Kehrhahn, Marijke Thamm | 1 |
Price, Noriece M. | 1 |
Publication Type
Journal Articles | 3 |
Reports - Research | 2 |
Reports - Descriptive | 1 |
Education Level
Adult Education | 1 |
Audience
Location
Laws, Policies, & Programs
Assessments and Surveys
What Works Clearinghouse Rating
Djibo, Idriss J. A.; Desiderio, Katie P.; Price, Noriece M. – Human Resource Development Quarterly, 2010
The attention given to the contingent segment of the workforce has significantly increased over the past decade. Investigative topics include the correlates of temporary employee work attitudes and behaviors. This study used a correlational design to examine leader behaviors outlined by the path-goal theory of leadership, as perceived by temporary…
Descriptors: Temporary Employment, Employees, Work Attitudes, Citizenship
Byrd, Marilyn – Human Resource Development Quarterly, 2007
This article discusses the need to address issues emerging from racial differences in the workplace under the heading of leadership development. Traditionally leadership development centers on creating models of leadership, describing what constitutes effective leadership, and identifying skills and competencies that will improve the capacity to…
Descriptors: Racial Differences, Leadership, Leadership Effectiveness, Leadership Training
Enos, Michael D.; Kehrhahn, Marijke Thamm; Bell, Alexandra – Human Resource Development Quarterly, 2003
This study examined how the extent to which managers engaged in informal learning, perceptions of support in the transfer environment, and level of managerial proficiency related to transfer of learning in twenty core managerial skills. The results suggested that informal learning is predominantly a social process and that managers with high…
Descriptors: Transfer of Training, Metacognition, Informal Education, Administrators