Are transformational and laissez-faire leadership related to state anxiety among subordinates? A two-wave prospective study of forward and reverse associations

Leaders Condition the Work Experience: A Test of a Job Resources-Demands Model Invariance in Two Countries

Aim(s). This two-wave study examines how transformational and laissez-faire leadership affect role overload and conflict and subsequent outcomes, including anxiety and intention to leave the organization. Background. In today’s healthcare sector, promoting health among employees is more relevant than ever. Health-promoting leadership styles, such as transformational leadership, can positively affect staff well-being, but research on laissez-faire leadership is particularly sparse, though it is believed to be detrimental. Past research suggests that leadership conditions work experiences and can exacerbate or mitigate role stressors that result in individual outcomes. Method(s). Questionnaires were administered to nurses in the USA (n = 208) and Spain (n = 220), with a five- and eight-week separation, respectively. Results. Transformational leadership has a negative and laissez-faire leadership has a positive relationship with adverse outcomes. Furthermore, role overload and conflict mediate the relationship between leadership styles and outcomes. Conclusion(s). The study provides incremental evidence of the negative implications of laissez-faire leadership compared with the positive implications of transformational leadership on outcomes via role stressors as motivational mechanisms. Implications for Nursing Management. Learning about the medium-term implications of leadership styles on stressors and health-related outcomes would enrich opportunities for leadership training in organizations.

The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction

This two-part study examined if the buffering effect of transformational leadership on the association between work-related ambiguity and job satisfaction is contingent upon whether a follower holds a formal leadership position him/herself. Data from two separate surveys were employed: Study 1: A sample of 845 respondents from Belgium. Study 2: A national probability sample of 1,608 Norwegian employees. Study 1 showed that task ambiguity had a significant negative relation with job satisfaction, but that transformational leadership did only buffer the association between task ambiguity and job satisfaction among employees holding a formal position as a supervisor or manager. Study 2 extended Study 1 by adjusting for age and job tenure of subordinates as a confounding variable. Study 2 confirmed that transformational leadership had a significantly stronger impact on the observed association between role ambiguity and job satisfaction among respondents holding a supervisor or manager position. In conclusion, when considering job satisfaction as an outcome of work-related ambiguity, transformational leadership is mainly beneficial for followers holding a formal supervisor or manager position themselves. Our findings thereby question assumptions about the general effectiveness of transformational leadership.

Age Discrimination and Employability in Healthcare Work: A Double-Edged Sword for Older Workers?

Due to the aging workforce, older workers, especially in the healthcare industry, must remain employable. However, older healthcare workers may face age discrimination that can limit their employability chances. In this study, we examined (a) the causal direction of the relationship between age discrimination and internal employability and (b) differences between age groups (young (≤30), middle-aged (31–44), and older (≥45) healthcare workers) in this relationship. Based on the Selection Optimization Compensation theory, we postulated that (i,ii) internal employability and age discrimination are inversely negatively related to one another over time and that (ii–iv) this relationship would be strongest for older employees compared to other age groups. We conducted a two-wave complete panel study among 1478 healthcare professionals to test these hypotheses. The results of our multi-group structural equation modeling analyses suggested that internal employability is a significant negative predictor of age discrimination. Moreover, results suggested that internal employability and age discrimination have a reciprocal relationship among older workers but are unrelated for younger and middle-aged workers. Theoretical and practical implications of our results are discussed.

Transformational Leadership, HRM practices and burnout during the COVID-19 pandemic: The role of personal stress, anxiety, and workplace loneliness

The present research investigates the crucial role of "Transformational Leadership (TFL)" on employees' "anxiety", "personal stress", and "workplace loneliness", and finally on employees' "burnout". Moreover, this survey investigates the moderating role of "HRM practices" in the relationship between TFL and burnout. For the needs of the research, "Partial Least Squares Structural Equation Modeling (PLS-SEM)" was conducted on a sample of 459 Greek "customer-contact employees" based on thirteen hotels during the "COVID-19 pandemic". First, the findings uncover the dynamic of TFL in reducing all three stressors, namely "personal financial stress"; "anxiety"; and "workplace loneliness", thus prohibiting employees' "burnout". Moreover, the study underscores the moderating role of "HRM practices" in strengthening the negative relationship between TFL and "burnout". Overall, the findings provide additional evidence on the process through which "HRM practices" interact with "TFL", "job stressors", and employees' "burnout", a vital knowledge for HRM professionals and hotels' managers.

Effect of Change Agent Leadership Style on Successful ERP Implementation and Firm Performance

The study aims to measure Change Agent’s Leadership style on successful ERP Implementation and Organizational Performance. The data was collected through a self-administered questionnaire from 290 employees working in 14 knowledge-based companies in United Arab Emirates with a response rate of 69.04%. The study uses cross sectional research design with snowball sampling method and data were collected using online survey method. Some of the findings include, all the three leadership styles (transformational, transactional, and laissez-faire) significantly contribute to ERP implementation success and in turn impacts Firm Performance. Transformational leadership style of change agent is found to have highest impact on Firm Performance with ERP implementation acting as a partial mediator. Present study opened the doors by linking leadership style with ERP implementation towards multidimensionality of change agent’s reach not being limited to some aspects. Practitioners can use the insights in understanding the impact of change agent’s deployment in organization.

Psychometric properties and validation of the Brief NORSCI safety perceptions and climate inventory in the Norwegian waste management industry

A valid, standardized tool for assessing workplace safety can help organizations and employers to detect potential safety risks. This is crucial to improve safety and protect employees and production against accidents and injuries. As no such tool has so far been developed for the waste management industry, this study aimed to establish the psychometric properties and the concurrent validity of the 11-item Brief Norwegian Safety Climate Inventory (Brief NORSCI). A cross-sectional questionnaire study was conducted with 543 workers from the formal Norwegian waste management industry. Exploratory and confirmatory factor analyses showed that the Brief NORSCI exhibited good psychometric properties. Replicating previous validation studies of the inventory, the findings suggested a three-factor structure reflecting Individual intention and motivation, Management's prioritization of safety, and Safety routines. The three first-order factors of the inventory could be combined in a composite second-order safety climate factor. Both the overall composite score and the three subscales correlated in the expected directions with measures of job characteristics (i.e., job demands and resources), leadership, social climate, and severe accidents, thus indicating high concurrent validity. This study supported the validity and reliability of the Brief NORSCI as an assessment tool to measure both individual safety perceptions and group level safety climate among waste management workers. The findings suggest that application of the Brief NORSCI as a safety assessment tool may contribute to the development of a stronger safety profile among organizations and companies in waste management.

What is the role of transformational leadership, work environment and patient safety culture for person-centred care? A cross-sectional study in Norwegian nursing homes and home care services

Aim

To examine how transformational leadership, job demands, job resources and patient safety culture contribute in explaining person-centred care in nursing homes and home care services.

Design

Cross-sectional study.

Methods

Healthcare professionals in four Norwegian nursing homes (N = 165) and four home care services (N = 139) participated in 2018. Multiple regression analyses were used to examine to what degree transformational leadership, job demands, job resources and patient safety culture dimensions predicted person-centred care.

Results

Transformational leadership, job demands and job resources explained 41% of the variance in person-centred care, with work pace as the strongest predictor (β = 0.39 p < .001). The patient safety culture dimensions explained 57.5% of the variance in person-centred care, with staffing being the strongest predictor (β = 0.31 p < .001). There were small differences between nursing homes and home care. In total, transformational leadership, pace of work, staffing and factors related to communication were the strongest predictors for person-centred care.

The role of transformational leadership, job demands and job resources for patient safety culture in Norwegian nursing homes: a cross-sectional study

Background

Transformational leadership style is considered to be of importance to increase patient safety, to facilitate a balance between job resources and job demands, and to create a sound patient safety culture within health care services. However, there is limited research assessing these associations within the context of nursing homes. The aim of this study was to assess the association between transformational leadership, job demands and job resources; and patient safety culture and employees’ overall perception of patient safety in nursing homes.

Method

A cross-sectional survey of employees in four Norwegian nursing homes was conducted (N = 165). Multiple hierarchical regression analysis was used to assess the explained variance of transformational leadership, job demands and job resources on patient safety culture and overall perception of patient safety.

Results

Transformational leadership explained 47.2% of the variance in patient safety culture and 25.4% of overall perception of patient safety, controlling for age and gender (p < 0.001). Additionally, job demands and job resources explained 7.8% of patient safety culture and 4.7% of overall perception of patient safety (p < 0.001).

Conclusion

Implementing transformational leadership style may be important in creating and sustaining sound patient safety culture in nursing homes. Furthermore, leaders should make an effort to facilitate a good work environment with an optimal balance between job demands and job resources, as this in turn might have a positive influence on patient safety culture.

Organizational Prevention and Management Strategies for Workplace Aggression Among Child Protection Workers: A Project Protocol for the Oslo Workplace Aggression Survey (OWAS)

Background

Previous research has established exposure to workplace aggression as a significant risk factor for employee functioning, well-being, and health. However, less is known about effective prevention and management strategies. The main objectives of the current project were to determine the impact of physical and psychological aggression on the well-being, health, and work ability of employees in the child welfare service and to establish whether a strong psychosocial safety climate and an ethical infrastructure are effective with regard to protecting employees against aggression. This project may help identify the specific risks child welfare workers are exposed to, the impact of workplace aggression on their health and well-being, and the most effective strategies to manage the problem. Furthermore, the findings should be central for developing laws and regulations and to any political decision on measures to tackle aggression in the workplace.

Methods

The study will employ two prospective data collections. Firstly, a three-wave longitudinal survey with a 6-month time lag between measurement points will be conducted among all 1,500 employees in the child welfare services in Oslo Municipality, Norway. Data will have a multilevel structure and will be linked to registry data on sickness absence. Secondly, a quantitative daily diary study over a 14-day period will include 150 of the respondents from the main survey study. The survey questionnaires mainly comprise well-established and psychometrically validated indicators of workplace aggression, health and well-being, psychosocial safety climate, ethical infrastructure, and other relevant factors. The Regional Committees for Medical and Health Research Ethics (REC) in Norway (REC South East) have approved this project (project no. 28496).

Discussion

This project will identify the impact of workplace aggression on child protection workers as well as provide information on how organizations can actively manage exposure to workplace aggression. The findings may serve as a starting point for intervention studies as well as the development of policies and guidelines on how to handle workplace aggression.

Laissez-Faire Leadership and Affective Commitment: the Roles of Leader-Member Exchange and Subordinate Relational Self-concept

Although the detrimental effects of laissez-faire leadership are well documented, research on the underlying mechanisms and the boundary conditions associated with these effects remains scarce. Using the identity orientation framework and social exchange theory, we propose that employees with stronger relational self-concepts are more likely to be affected by laissez-faire leadership. As these employees define themselves through dyadic relationships, they may react more negatively to laissez-faire leadership by diminishing their contributions to mutual goals and reducing their affective organizational commitment. These predictions were tested within a three-wave longitudinal study through structural equations modeling analyses with full information maximum likelihood estimation on a sample of employees from multiple organizations (N = 449). As predicted, the relational self-concept was associated with a stronger negative effect of laissez-faire leadership on the contribution dimension of leader-member exchange and a stronger negative indirect effect on affective organizational commitment. The implications of these findings for our understanding of the mechanisms related to laissez-faire leadership are discussed.

Full range indeed? The forgotten dark side of leadership

Purpose

The full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.

Design/methodology/approach

Based on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.

Findings

First, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.

Originality/value

Our suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.