Skip to main content Accessibility help
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

1 results

  • Chapter 14 - The Capability Approach

  • from Part III - Work Capabilities in Different Contexts
  • Edited by Jac van der Klink, Tilburg University, Sebastiaan Rothmann, North-West University
  • Book:
    Capabilities at Work
    Published online:
    26 May 2026
    Print publication:
    02 July 2026, pp 302-321
    • Chapter
      • You have access
      • Open access
    • PDF
    • HTML
    • Export citation

  • Summary

    This chapter utilises the capability approach (CA) to integrate different contexts and leadership models to effectively enhance employee capabilities. Leaders in organisations need to create environments that enable employees to achieve the valuable functions associated with their freedoms. The global shift in work contexts demands leadership styles that are consistent yet adaptive to changing work patterns, embracing work capabilities for efficient employee and organisational functioning. Leaders who support capability development are likely to achieve higher employee job satisfaction, work engagement, agility, and overall well-being. We focus on strategies, the effective utilisation of resources, and opportunities provided to employees to achieve what they value. The chapter concludes with recommendations to promote capability development in dynamic work contexts.