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El-Gazar HE, Baghdadi NA, Abdelaliem SMF, Zoromba MA. Sparking nurses' creativity: the roles of ambidextrous leadership and psychological safety. BMC Nurs 2024; 23:643. [PMID: 39256802 PMCID: PMC11389230 DOI: 10.1186/s12912-024-02277-1] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/04/2024] [Accepted: 08/20/2024] [Indexed: 09/12/2024] Open
Abstract
BACKGROUND The leadership practices of nurse managers significantly impact the creativity of staff nurses; however, the effects of ambidextrous leadership on nurses' creativity are not yet clear. Additionally, the underlying mechanism of this relationship remains to be identified. AIM The study aimed to examine the effect of ambidextrous leadership on nurses' creativity, directly and indirectly through psychological safety. METHODS In this cross-sectional study, data were collected from October 2023 to January 2024 involving 241 nurses working at three hospitals in Port Said, Egypt. The Ambidextrous Leadership Scale, Psychological Safety Scale, and the Individual Creativity Scale were employed. Descriptive analysis, correlation analysis, and structural equation modeling were conducted. RESULTS Nurse managers' ambidextrous leadership was positively associated with nurses' creativity. Psychological safety fully mediated the association between ambidextrous leadership and nurses' creativity. CONCLUSION The study suggests that enhancing the ambidexterity of nurse leaders can foster a sense of psychological safety, which, in effect, contributes to increased creativity among nurses. IMPLICATION FOR NURSING POLICYMAKING There is a need for healthcare policies and strategies that are supportive of the implementation of ambidextrous leadership practices and promote psychological safety among nurses.
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Affiliation(s)
- Heba Emad El-Gazar
- Nursing Administration Department, Faculty of Nursing, Port Said University, Port Said, Egypt.
| | - Nadiah A Baghdadi
- Nursing Management and Education Department, College of Nursing, Princess Nourah bint Abdulrahman University, P.O. BOX 84428, Riyadh, 11671, Saudi Arabia
| | - Sally Mohammed Farghaly Abdelaliem
- Nursing Management and Education Department, College of Nursing, Princess Nourah bint Abdulrahman University, P.O. BOX 84428, Riyadh, 11671, Saudi Arabia
| | - Mohamed Ali Zoromba
- Nursing Department, College of Nursing, Prince Sattam bin Abdulaziz University, Al-Kharj, Saudi Arabia
- Psychiatric and Mental Health Nursing Department, Faculty of Nursing, Mansoura University, Mansoura, Egypt
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Jiang D, Zhang Y, Zhu H, Wang X. Effect of empowerment: how and when do high-involvement work practices influence elder employees' innovative performance? Front Psychol 2024; 15:1336120. [PMID: 38375108 PMCID: PMC10875070 DOI: 10.3389/fpsyg.2024.1336120] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/10/2023] [Accepted: 01/12/2024] [Indexed: 02/21/2024] Open
Abstract
Introduction In today's fast-paced business environment, innovation from elder employees is increasingly vital to organizations. High-involvement work practices that emphasize engagement and empowerment have a significant impact on the innovation performance of these employees, harnessing their wealth of experience and fostering organizational growth. However, most of the current research on innovation performance focuses on the single factor of the individual or the organization, and most of them focus on the linear relationship; research on the factor of human resource practices, in particular high-involvement work practices, is inadequate. Methods Based on social exchange theory, this paper uses structural equation modeling (SEM) to examine the impact of high-involvement work practices on elder workers' innovation performance using 278 valid samples from three time points, and the non-linear effects of exploratory and exploitative innovation on elder workers' innovation performance. Results (1) There is no significant relationship between high-involvement work practices and elder employees' innovation performance. (2) Exploratory innovation has a significant U-shaped relationship with innovation performance, i.e., as the level of exploratory innovation increases, the innovation performance of elder employees first decreases and then increases. There is a significant inverted U-shaped relationship between exploitative innovation and innovation performance, i.e., as the level of exploitative innovation increases, innovation performance first increases and then decreases. High-involvement work practices have a U-shaped effect on elder employees' innovation performance through exploitative innovation. (3) Transformational leadership moderates the direct effects of high-involvement on exploratory innovation and elder employees' innovation performance, and transformational leadership moderates the U-shaped effect of high-involvement work practices on elder employees' innovation performance through exploratory innovation. Discussion The conclusion is helpful for organizations to enhance elder employees' innovation performance by enriching high-involvement work practices.
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Affiliation(s)
- Daokui Jiang
- Business School, Shandong Normal University, Jinan, China
| | - Yiting Zhang
- Business School, Shandong Normal University, Jinan, China
| | - Honghong Zhu
- Business School, Shandong Normal University, Jinan, China
| | - Xiaoyu Wang
- Institute of International Studies, Fudan University, Shanghai, China
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Deng W, Hubner-Benz S, Frese M, Song Z. Different ways lead to ambidexterity: Configurations for team innovation across China, India, and Singapore. JOURNAL OF INTERNATIONAL MANAGEMENT 2023. [DOI: 10.1016/j.intman.2023.101027] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/31/2023]
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Gouda GK, Tiwari B. Ambidextrous leadership: a distinct pathway to build talent agility and engagement. HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022. [DOI: 10.1080/13678868.2022.2163101] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/29/2022]
Affiliation(s)
- Gopal Krushna Gouda
- School of Management, National Institute of Technology Rourkela, Rourkela, India
| | - Binita Tiwari
- Humanities and Social Sciences, Indian Institute of Technology Kharagpur, Kharagpur, India
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Antonio T, Indrianto ATL, Padmawidjaja L. In search of mediators of leadership behavior to Team Creativity in Team Start-ups. Front Psychol 2022; 13:951603. [PMID: 36267075 PMCID: PMC9578004 DOI: 10.3389/fpsyg.2022.951603] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/24/2022] [Accepted: 08/19/2022] [Indexed: 11/18/2022] Open
Abstract
Creativity is believed as the first step to innovation, especially in a team or workgroup in an organization. Team Creativity will lead to several innovations in a team, such as product and process innovation. Team leaders play a significant role in embracing Team Creativity. Our study investigates the mediator variables to foster the impact of leadership behavior on Team Creativity in Team Start-up. Earlier research shows that two value-based leadership styles, Transformational and Servant Leadership, significantly affect a team's creativity. We proposed two mediators of leadership behavior to foster Team Creativity: Team Climate and Team Ambidexterity. The sample is early Team Start-ups in several cities in Indonesia, run and led by young people. It is empirical cross-sectional quantitative research with more than 434 participants aggregated into 145 teams. The result shows that Team Climate and Team Ambidexterity are good mediators of Servant and Transformational Leadership behavior to Team Creativity in Team Start-ups. The two variables maximize the impact of leadership behavior on Team Creativity.
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Kafetzopoulos D. Ambidextrous leadership: a narrative literature review for theory development and directions for future research. BALTIC JOURNAL OF MANAGEMENT 2021. [DOI: 10.1108/bjm-01-2021-0001] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.
Design/methodology/approach
Data from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.
Findings
It was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.
Research limitations/implications
The ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.
Practical implications
Understanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.
Originality/value
This review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.
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Dehghanan H, Gheitarani F, Rahimi S, Nawaser K. A Systematic Review of Leadership Styles in Organizations: Introducing the Concept of a Task-Relationship–Change Leadership Network. INTERNATIONAL JOURNAL OF INNOVATION AND TECHNOLOGY MANAGEMENT 2021. [DOI: 10.1142/s021987702130007x] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Despite the leadership literature involving a spread spectrum of relevant frameworks to explain leadership behaviors, there is still an ever-increasing demand for more conceptual transparency in leadership styles, characteristics, and their impacts on members and organizations. This study aims to systematically review and identify all the leadership styles and presents a leadership network of all styles based on the seven steps proposed by Scaringella and Radziwon [2018] . A total of 59 articles were consequently selected according to the protocols and then the predominant leadership styles, as well as their characteristics, were investigated and classified in terms of the three criteria namely “task”, “relationship”, and “change” and a [Formula: see text] leadership network was created covering retrogressive and passive leadership (frame 1.1), authentic and exchange-oriented leadership (frame 9.1), influential and transactional leadership (frame 1.9), transformational leadership (frame 9.9), and balanced leadership (frame 5.5). The proposed network indeed coherently covers all the leadership styles reviewed and presents a framework for shifting towards transformational leadership. This network should be viewed as a coherent entirety and all the six leadership concepts including training, behaviors, culture, competencies, succession, and evaluation need to be taken into consideration.
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Affiliation(s)
- Hamed Dehghanan
- Faculty of Management & Accounting, Allameh Tabataba’i University, Tehran, Iran
| | - Fatemeh Gheitarani
- Faculty of Management & Accounting, Allameh Tabataba’i University, Tehran, Iran
| | - Saeed Rahimi
- Faculty of Management & Economics, Tarbiat Modares University, Tehran, Iran
| | - Khaled Nawaser
- Institute of Scientific Research and Graduate School, Universidad de Lima, Lima, Peru
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Yang H, Peng C, Du G, Xie B, Cheng JS. How does ambidextrous leadership influence technological innovation performance? An empirical study based on high-tech enterprises. TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT 2021. [DOI: 10.1080/09537325.2021.1985105] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- Hong Yang
- School of Accounting, Nanjing University of Finance and Economics, Nanjing, People’s Republic of China
- College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing, People’s Republic of China
| | - Can Peng
- College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing, People’s Republic of China
| | - Gang Du
- College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing, People’s Republic of China
- MBA Center, Nanjing University of Aeronautics and Astronautics, Nanjing, People’s Republic of China
| | - Bing Xie
- College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing, People’s Republic of China
- Jiangsu Shenyu Escort Technology Development Co., Ltd, Nanjing, People’s Republic of China
| | - Jin S. Cheng
- School of Economics and Management, Anhui Polytechnic University, Wuhu, People’s Republic of China
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Abstract
Abstract. Based on the model of ambidextrous leadership, we investigated the impact of flexible adaptation of leader behavior, that is, opening and closing leader behaviors, on innovative performance in a laboratory experiment. Leader behaviors were manipulated with confederates attending to one participant showing either no leadership, a sequential, or a flexible application of opening and closing leader behaviors. We hypothesized that flexible adaptation leads to better innovation performance. N = 93 participants took part and received one leadership manipulation. We did not find significant effects. These findings suggest that the effects of ambidextrous leadership might not be as strong as previously expected. Nonetheless, this study provides a manipulation of flexible leadership in a controlled setting, which is important to provide causal evidence.
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Affiliation(s)
| | | | - Hannes Zacher
- Institute of Psychology -- Wilhelm Wundt, Leipzig University, Germany
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Gerpott FH, Bledow R, Kühnel J. Inspire but don't interfere: Managerial influence as a double‐edged sword for innovation. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2021. [DOI: 10.1111/apps.12324] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Fabiola H. Gerpott
- Management Group WHU—Otto Beisheim School of Management Düsseldorf Germany
| | - Ronald Bledow
- Lee Kong Chian School of Business Singapore Management University Singapore Singapore
| | - Jana Kühnel
- Department of Occupational, Economic and Social Psychology University of Vienna Vienna Austria
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Klonek FE, Kanse L, Wee S, Runneboom C, Parker SK. Did the COVID-19 Lock-Down Make Us Better at Working in Virtual Teams? SMALL GROUP RESEARCH 2021. [DOI: 10.1177/10464964211008991] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
The COVID-19 pandemic was a key event forcing an increase in virtual work. Drawing on event system theory, we examined whether virtual teams showed enhanced processes in later stages of the pandemic compared to the early stages of the pandemic. We collected data from 54 virtual teams ( N = 152 individuals) who worked on a 30-minute task. We measured team processes and performance. Virtual teams during the post-transition phase (June–August 2020) showed better levels of team action processes and conflict management compared to teams working in the immediate transition phase (March–May 2020), indicative of an adaptation effect.
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Affiliation(s)
| | - Lisette Kanse
- The University of Western Australia, Crawley, AU-WA, Australia
| | - Serena Wee
- The University of Western Australia, Crawley, AU-WA, Australia
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Mascareño J, Rietzschel EF, Wisse B. Ambidextrous leadership: opening and closing leader behaviours to facilitate idea generation, idea promotion and idea realization. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2021. [DOI: 10.1080/1359432x.2021.1872544] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
Affiliation(s)
- Jesus Mascareño
- Department of Human Resource Management and Organizational Behavior, University of Groningen, Groningen, The Netherlands
| | - Eric F. Rietzschel
- Department of Psychology, University of Groningen, Groningen, The Netherlands
| | - Barbara Wisse
- Department of Psychology, University of Groningen, Groningen, The Netherlands
- Department of Management and Marketing, Durham University Business School, Durham University, Durham, UK
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