Thiraput Pitichat - Academia.edu (original) (raw)
Papers by Thiraput Pitichat
In the past decade, Smartphones have been developed and increasingly integrated with people’s liv... more In the past decade, Smartphones have been developed and increasingly integrated with people’s lives not only for social use, but for professional use as well. Many researchers claim that Smartphones can have negative consequences in the workplace such as lowering productivity, separating people from their realities, bringing stress from personal issues to work, and creating bad manners. Companies, however, have a difficult time mandating a policy in regards to prohibiting the use of Smartphones. Therefore, CEOs and corporate leaders should encourage their employees to use their Smartphones as tools for increasing their company’s efficiency. This research aims to examine the results of the use of Smartphones in the workplace as integrated internal connection tools. Using Smartphones in the workplace can be valuable in three ways: promoting autonomy, strengthening relationships with peers as well as superiors, and improving knowledge-sharing. Moreover, these three main factors can inc...
Journal of Leadership & Organizational Studies, Jul 14, 2017
Organizations are becoming increasingly concerned with continuous leader development. Deloitte Un... more Organizations are becoming increasingly concerned with continuous leader development. Deloitte University found 85% of 3,300 organizations from 106 different countries view leader development as important (Haims, Stempel, & van der Vyver, 2015). However, these organizations also reported not feeling capable of supporting that endeavor. Furthermore, in a study of over 1,500 practitioners and researchers, Banks, Pollack, Kirkman, O'Boyle, and Whelpley (2015) identified leader development as one of 24 grand challenges facing the field of management. Organizations are experiencing a disconnect between a desire to promote leader development and a sense of uncertainty and ambiguity of how to effectively develop leaders. To address this gap, organizations and their leaders need adequate capital to help them actively and confidently engage in continuous leader development. Capital exists in many forms such as economic, social, or human capital. Positive psychological capital, or PsyCap, has been introduced as an additional intangible form of capital that facilitates work outcomes (F. Luthans & Youssef, 2004, 2007). PsyCap provides a competitive advantage due to its long-term, unique, cumulative, interconnected, and renewable characteristics (F. Luthans & Youssef, 2004). PsyCap refers to motivational propensity and includes the positive psychological states of efficacy, hope, optimism, and resilience of organizational members (F. Luthans, Avolio, Avey, & Norman, 2007). PsyCap is domain-specific (F. Luthans, Youssef, & Avolio, 2007) and, in the current study, we bring the established and wellresearched construct of PsyCap from the domain of the workplace (i.e., workplace PsyCap) into the domain of leader development. Leader development PsyCap (LD PsyCap) is an essential form of capital for continuous leader development because effective development requires a high level of motivation (Seyler, Holton, Bates, Burnette, & Carvalho, 1998). Because of its motivational propensity, we expect LD PsyCap to predict engagement in leader development behaviors. Thus, we examine its predictive validity above and beyond the related individual differences variables of core self-evaluations, workplace PsyCap, proactive personality, and motivation to lead. As shown in the theoretical model in Figure 1, we also examine the organizational-level predictors of learning climate (i.e., the organization's ability to facilitate learning among its members), organizational support (i.e., employees' perceptions regarding the degree of organizational resources 719232J LOXXX10.
In the past decade, Smartphones have been developed and increasingly integrated with people’s liv... more In the past decade, Smartphones have been developed and increasingly integrated with people’s lives not only for social use, but for professional use as well. Many researchers claim that Smartphones can have negative consequences in the workplace such as lowering productivity, separating people from their realities, bringing stress from personal issues to work, and creating bad manners. Companies, however, have a difficult time mandating a policy in regards to prohibiting the use of Smartphones. Therefore, CEOs and corporate leaders should encourage their employees to use their Smartphones as tools for increasing their company’s efficiency. This research aims to examine the results of the use of Smartphones in the workplace as integrated internal connection tools. Using Smartphones in the workplace can be valuable in three ways: promoting autonomy, strengthening relationships with peers as well as superiors, and improving knowledge-sharing. Moreover, these three main factors can inc...
Journal of Leadership & Organizational Studies, Jul 14, 2017
Organizations are becoming increasingly concerned with continuous leader development. Deloitte Un... more Organizations are becoming increasingly concerned with continuous leader development. Deloitte University found 85% of 3,300 organizations from 106 different countries view leader development as important (Haims, Stempel, & van der Vyver, 2015). However, these organizations also reported not feeling capable of supporting that endeavor. Furthermore, in a study of over 1,500 practitioners and researchers, Banks, Pollack, Kirkman, O'Boyle, and Whelpley (2015) identified leader development as one of 24 grand challenges facing the field of management. Organizations are experiencing a disconnect between a desire to promote leader development and a sense of uncertainty and ambiguity of how to effectively develop leaders. To address this gap, organizations and their leaders need adequate capital to help them actively and confidently engage in continuous leader development. Capital exists in many forms such as economic, social, or human capital. Positive psychological capital, or PsyCap, has been introduced as an additional intangible form of capital that facilitates work outcomes (F. Luthans & Youssef, 2004, 2007). PsyCap provides a competitive advantage due to its long-term, unique, cumulative, interconnected, and renewable characteristics (F. Luthans & Youssef, 2004). PsyCap refers to motivational propensity and includes the positive psychological states of efficacy, hope, optimism, and resilience of organizational members (F. Luthans, Avolio, Avey, & Norman, 2007). PsyCap is domain-specific (F. Luthans, Youssef, & Avolio, 2007) and, in the current study, we bring the established and wellresearched construct of PsyCap from the domain of the workplace (i.e., workplace PsyCap) into the domain of leader development. Leader development PsyCap (LD PsyCap) is an essential form of capital for continuous leader development because effective development requires a high level of motivation (Seyler, Holton, Bates, Burnette, & Carvalho, 1998). Because of its motivational propensity, we expect LD PsyCap to predict engagement in leader development behaviors. Thus, we examine its predictive validity above and beyond the related individual differences variables of core self-evaluations, workplace PsyCap, proactive personality, and motivation to lead. As shown in the theoretical model in Figure 1, we also examine the organizational-level predictors of learning climate (i.e., the organization's ability to facilitate learning among its members), organizational support (i.e., employees' perceptions regarding the degree of organizational resources 719232J LOXXX10.