Evaluating the Impact of Organizational Participation on Leadership Development among Vocational College Students in China

The study uses the KEIB (Knowledge, Emotion, Intention, and Behavior) model to investigate how participation in organizations influences leadership development among vocational college students in China. The study employs a quantitative, cross-sectional design with a sample of 563 students from various vocational institutions. A structured questionnaire recording the four dimensions of leadership development: knowledge, emotional engagement, intention to lead, actual leadership behaviors was used to collect data. The study further concludes that, holding other things constant, higher knowledge about organizational functions is associated with higher incidence of leadership behaviors, and that emotional engagement affects students’ intentions to be a leader. Furthermore, both higher intention scores and higher willingness to take leadership roles. The study however underscores the active contribution of organizational environment, mentoring and the commitment of an individual to the development of leadership. Key Words: KEIB model, Knowledge, Emotion, Intention, Behavior, Organizational Participation, Leadership Development, Vocational Colleges, Leadership Knowledge, Emotional Engagement, Leadership Intention, Leadership Behavior, Mentorship, Co-curricular Activities, Leadership Readiness, Transformational Leadership Environment, Self-Efficacy, Student Employability