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Doody O, O'Halloran M, Carey E, Kilduff M, Gilmartin A, Ryan R. Leadership in intellectual disability practice: design, development, and evaluation of a programme to support practice. BMC Health Serv Res 2024; 24:674. [PMID: 38807195 PMCID: PMC11134711 DOI: 10.1186/s12913-024-11124-7] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/16/2024] [Accepted: 05/20/2024] [Indexed: 05/30/2024] Open
Abstract
BACKGROUND Intellectual disability services have and continue to experience changes in service provision. This has an implication for leadership in practice as the quality of leadership has a direct influence on staff practice and care provided. AIM To design, deliver, and evaluate a leadership programme for nurse and social care managers in Ireland. DESIGN An accredited programme was designed based on evidence from literature, practice, and national expertise. A cross-sectional survey was used to collect information on the attitudes and behaviour of participants before commencing and after completing the programme. Data from the questionnaires were analysed using SPSS and open-ended questions were analysed using content analysis. SETTING Intellectual disability services. PARTICIPANTS 102 participants completed the programme and survey. METHODS Pre-post survey and reported using the CROSS guidelines. RESULTS Participants' expectations were rated highly, and all items scored higher in the post-survey. Qualitative data was overall positive regarding opportunities for more time to work through each aspect of the programme. The key learning was through the forum day where participants shared their group projects. CONCLUSIONS Overall, the programme was positively evaluated and through engaging with the programme participants' perceptions moved from seeing leadership as mostly task-oriented to realising that qualities such as good communication, person-centredness, advocacy, supporting, role modelling, and empowering are key to leadership.
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Affiliation(s)
- Owen Doody
- Health Research Institute, Department of Nursing and Midwifery, University of Limerick, Limerick, Ireland.
| | | | - Eileen Carey
- Health Research Institute, Department of Nursing and Midwifery, University of Limerick, Limerick, Ireland
| | - Marie Kilduff
- National Clinical Leadership Centre for Nursing and Midwifery, Health Service Executive, Dublin, Ireland
| | - Ann Gilmartin
- National Clinical Leadership Centre for Nursing and Midwifery, Health Service Executive, Sligo, Ireland
| | - Ruth Ryan
- Health Research Institute, Department of Nursing and Midwifery, University of Limerick, Limerick, Ireland
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Perceived Organizational Support, Coworkers’ Conflict and Organizational Citizenship Behavior: The Mediation Role of Work-Family Conflict. ADMINISTRATIVE SCIENCES 2022. [DOI: 10.3390/admsci12010020] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022] Open
Abstract
The aim of the present study is to investigate the extent to which perceived organizational support and coworkers’ conflict and work-family conflict play a role in the performance of three types of organizational citizenship behaviors. A cross-sectional design was used comprising a sample of 164 health support workers working in Portuguese elderly care facilities. Using structural equation model findings showed that perceived organizational support is linked with organizational citizenship behaviors, directly and indirectly, via work-family conflict. Furthermore, coworkers’ conflict was also related with organizational citizenship behaviors, directly and indirectly via work-family conflict. The linkage between perceived organizational support and coworkers’ conflict through work-family conflict can offer new insights into how to enhance organizational citizenship behaviors by active management. These findings can help elderly care organizations and their managers to design better workplace conditions where organizational support and coworkers’ conflict can be better managed allowing workers to have more control over work-family conflict and promoting organizational citizenship behaviors.
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Wang H, Li D, Wu L, Ding Z. Effects of Leader Narcissism on Career Success of Employees: An Interpersonal Relationship Perspective. Front Psychol 2021; 12:679427. [PMID: 34987439 PMCID: PMC8722452 DOI: 10.3389/fpsyg.2021.679427] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/11/2021] [Accepted: 11/24/2021] [Indexed: 11/13/2022] Open
Abstract
Previous studies have shown that leader narcissism has a significant impact on the effectiveness of a leader and employee behaviors; however, research on career outcomes of employees is still inadequate. This study explores the effects of leader narcissism on the career success of employees from an interpersonal relationship perspective and examines the mediating role of supervisor-subordinate conflict and the moderating role of dominant personality traits of employees. Data from 291 employees in Chinese companies have revealed that leader narcissism, directly and indirectly, affects the career success of employees through supervisor-subordinate relationship conflict. However, dominant personality traits of employees strengthen the impact of leader narcissism on supervisor-subordinate relationship conflict. The theoretical and practical implications of the findings of this study are further discussed.
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Affiliation(s)
- Huaqiang Wang
- School of Economics and Management, Yangtze University, Jingzhou, China
| | - Dan Li
- School of Business Administration, Zhongnan University of Economics and Law, Wuhan, China
| | - Lei Wu
- Business College of Shaoxing University, Shaoxing, China
| | - Zhihui Ding
- School of Law and Public Administration, China Three Gorges University, Yichang, China
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When the Minority Rules: Leveraging Difference While Facilitating Congruence for Cultural Minority Senior Leaders. JOURNAL OF INTERNATIONAL MANAGEMENT 2021. [DOI: 10.1016/j.intman.2021.100886] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Interpersonal citizenship behaviors: the role of passion for work in helping behaviors towards coworkers. CURRENT PSYCHOLOGY 2021. [DOI: 10.1007/s12144-021-02230-4] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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Abdillah MR, Anita R, Hadiyati, Zakaria NB. Trust in leaders and employee silence behaviour: Evidence from higher education institutions in Indonesia. HUMAN SYSTEMS MANAGEMENT 2021. [DOI: 10.3233/hsm-190797] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
BACKGROUND: It is important for decision-makers such as leaders to be aware of employee silence behaviour within organizations. Failure to see this phenomenon tends to reduce the quality of information regarding potential issues in the organizations. OBJECTIVE: This study investigated the effect of trust in leaders on employee silence behaviour and the mediating role of organizational commitment within this relationship. METHODS: Data were collected from academicians working at private higher education institutions within an Indonesia city. Relying on the social exchange theory, the current study tested the hypotheses through the analysis of partial least square –structural equation modeling (PLS–SEM). RESULTS: Findings confirmed that trust in leaders positively affects organizational commitment and negatively affects employee silence behaviour. Furthermore, results suggested that organizational commitment fully mediates the link between trust in leaders and employee silence behaviour. CONCLUSIONS: These findings present a valuable contribution for scholars and managers in understanding the mechanism underlying the relationship between trust in leaders and employee silence behaviour, especially in non-profit organizational settings such as higher education institutions in Indonesia.
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Affiliation(s)
| | - Rizqa Anita
- College of Management, Da-Yeh University, Dacun, Taiwan
- Department of Accounting, Universitas Lancang Kuning, Indonesia
| | - Hadiyati
- Department of Management, Universitas Lancang Kuning, Indonesia
| | - Nor Balkish Zakaria
- Faculty of Accounting, Universiti Teknologi MARA, Cawangan Johor, Kampus Segamat, Malaysia
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Kangas H. Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches. LEADERSHIP 2020. [DOI: 10.1177/1742715020952676] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The study aims to discover the dynamic and processual nature of a supervisory relationship (here a leader–member exchange) through a novel, theoretical concept termed leader–member exchange breach, and by examining the characteristics of negative exchange interactions within the leader–member exchange relationship. The notion of the leader–member exchange breach is empirically defined through data on 336 responses to open-ended questions on negative interactions between leaders and subordinates, analyzed through qualitative analysis methods. The results of the study raise questions about the complexity of leader–member exchange relationships and show that breaches of the leader–member exchange relationship might lead to a reassessment of the dyadic relationship between leaders and their subordinates, spanning or even breaking the exchange relationships. This study extends current knowledge on leader–member exchange relationships by providing a viewpoint on the leader–member exchange breach that helps explain the processual and dynamic nature of those relationships through interpersonal interactions and exchanges.
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Abstract
Purpose
The purpose of this study is to investigate employee trust in the leader as the underlying mechanism between transformational leadership and employees’ organizational identification and their continuous improvement efforts.
Design/methodology/approach
Survey data were collected from 282 employees, working in 8 different private and public sector organizations from the banking, higher education, telecommunications and health sectors in Pakistan. Structural equation modeling was used to test the study hypotheses.
Findings
The results support the hypothesized relationships showing that trust in the leader partially mediates the relationship of transformational leadership with organizational identification and continuous improvement efforts.
Research limitations/implications
This study relied upon cross-sectional data, which does not satisfy the conditions to establish causality.
Practical implications
The results of this study will help organizations and practitioners to understand the importance of trust between transformational leaders and followers, which ultimately results in higher organizational identification and continuous improvement.
Originality/value
Using the broader framework of social exchange theory (Blau, 1964), this study contributes to the extant employee – organization relationship literature by proposing and testing trust in the leader as an underlying psychological mechanism that can explain the impact of transformational leadership on employees’ organizational identification and their continuous improvement efforts.
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Rurkkhum S, Bartlett KR. Organizational citizenship behaviour for collectivist cultures: instrument development and human resource development implications. HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2017. [DOI: 10.1080/13678868.2017.1400820] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- Suthinee Rurkkhum
- Faculty of Management Sciences, Prince of Songkla University, Hat Yai, Thailand
| | - Kenneth R. Bartlett
- Department of Organizational Leadership, Policy, and Development, University of Minnesota, Minneapolis, MN, USA
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Srivastava AP, Dhar RL. Authentic Leadership and Extra Role Behavior: a School Based Integrated Model. CURRENT PSYCHOLOGY 2017. [DOI: 10.1007/s12144-017-9634-4] [Citation(s) in RCA: 10] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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De Ruiter M, Schalk R, Schaveling J, van Gelder D. Psychological Contract Breach in the Anticipatory Stage of Change. JOURNAL OF APPLIED BEHAVIORAL SCIENCE 2017. [DOI: 10.1177/0021886316672724] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This study examined the impact of two types of psychological contract breach (organizational policies and social atmosphere breach) on resistance to change and engagement in the anticipatory phase of change and assessed whether supervisory informational justice mitigated the negative effects of breach. Employees from three departments of a Dutch financial institution ( n = 141) who were in the first phase of a change initiative participated in the study. Results showed that social atmosphere breach was positively related to affective resistance to change and negatively related to engagement, while organizational policies breach was positively related to cognitive resistance to change. These findings point to the importance of distinguishing between different types of psychological contract breach. In addition, it was found that supervisory informational justice mitigated the adverse effect of social atmosphere breach on cognitive resistance to change, pointing to the important role of managers in the first phase of change.
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Affiliation(s)
- Melanie De Ruiter
- Nyenrode Business Universiteit, Breukelen, The Netherlands
- Tilburg University, Tilburg, The Netherlands
| | - René Schalk
- Tilburg University, Tilburg, The Netherlands
- North West University, Potchefstroom, South Africa
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Nohe C, Michaelis B. Team OCB, leader charisma, and organizational change: A multilevel study. LEADERSHIP QUARTERLY 2016. [DOI: 10.1016/j.leaqua.2016.05.006] [Citation(s) in RCA: 22] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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Humphrey RH, Burch GF, Adams LL. The Benefits of Merging Leadership Research and Emotions Research. Front Psychol 2016; 7:1022. [PMID: 27458415 PMCID: PMC4934170 DOI: 10.3389/fpsyg.2016.01022] [Citation(s) in RCA: 37] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/19/2015] [Accepted: 06/21/2016] [Indexed: 11/25/2022] Open
Abstract
A closer merging of the literature on emotions with the research on leadership may prove advantageous to both fields. Leadership researchers will benefit by incorporating the research on emotional labor, emotional regulation, and happiness. Emotions researchers will be able to more fully consider how leadership demands influence emotional processes. In particular, researchers can better understand how the workplace context and leadership demands influence affective events. The leadership literature on charisma, transformational leadership, leader-member exchange, and other theories have the potential to shed light on how rhetorical techniques and other leadership techniques influence emotional labor, emotional contagion, moods, and overall morale. Conversely, the literature on emotional labor and emotional contagion stands to provide insights into what makes leaders charismatic, transformational, or capable of developing high quality leader–follower relationships. This review examines emotions and leadership at five levels: within person, between persons, interpersonal, groups and teams, and organizational wide and integrates research on emotions, emotional contagion, and leadership to identify opportunities for future research for both emotions researchers and leadership researchers.
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Affiliation(s)
- Ronald H Humphrey
- Department of Leadership and Management, Lancaster University Management School, Lancaster University Lancaster, UK
| | - Gerald F Burch
- Department of Management, Tarleton State University, Stephenville TX, USA
| | - Laural L Adams
- School of Business, Virginia Commonwealth University, Richmond VA, USA
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Effects of ethical leadership on emotional exhaustion in high moral intensity situations. LEADERSHIP QUARTERLY 2015. [DOI: 10.1016/j.leaqua.2015.01.006] [Citation(s) in RCA: 42] [Impact Index Per Article: 4.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/17/2023]
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Lapointe É, Vandenberghe C, Boudrias JS. Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect-based trust relationships. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2014. [DOI: 10.1111/joop.12065] [Citation(s) in RCA: 47] [Impact Index Per Article: 4.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
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Lapointe É, Vandenberghe C, Boudrias JS. Psychological contract breach, affective commitment to organization and supervisor, and newcomer adjustment: A three-wave moderated mediation model. JOURNAL OF VOCATIONAL BEHAVIOR 2013. [DOI: 10.1016/j.jvb.2013.07.008] [Citation(s) in RCA: 60] [Impact Index Per Article: 5.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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