Promoting employees’ learning from errors by inclusive leadership: Do positive mood and gender matter?

Inclusive leadership and employee workplace well-being: the role of vigor and supervisor developmental feedback

PURPOSE

Employees within organizations actively pursue and maintain their workplace well-being. Although there are current studies that have examined the linking inclusive leadership to employee workplace well-being, the underlying intrinsic link between the two remains unclear. On the basis of self-determination theory, this research examined the relationship between inclusive leadership, vigor, supervisor developmental feedback, and workplace well-being.

PATIENTS AND METHODS

Data were collected from 61 teams that totaled 342 full-time employees through a 3-stage questionnaire. Multilevel Structural Equation Modeling and Monte Carlo simulations were conducted on data for hypothesis testing.

RESULTS

Inclusive leadership positively correlated with employee workplace well-being. Employee vigor mediates the link between inclusive leadership and employee workplace well-being. Supervisor developmental feedback moderated the relationship between inclusive leadership and employee vigor.

CONCLUSIONS

Inclusive leadership can improve employees' workplace well-being by stimulating their vigor. Therefore, managers need to be able to effectively meet employees' basic needs to stimulate their vigor. Based on meeting employees' basic needs, managers can also provide targeted developmental feedback to meet employees' growth needs, which can more effectively promote employees' vigor and workplace well-being.

Nursing leadership style and error management culture: a scoping review

PURPOSE

This paper aims to assess the influence of nursing leadership style on error management culture (EMC).

DESIGN/METHODOLOGY/APPROACH

This scoping review was conducted following the integrative review methodology of the Joanna Briggs Institute (JBI) and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA). PubMed, CINAHL, Scopus, Web of Science, Embase and EBSCO databases were systematically searched to identify studies on nursing leadership, error management and measurement, and error management culture. The studies' methodological quality was then assessed using the JBI Critical Appraisal Checklist for Analytical Cross-Sectional Studies.

FINDINGS

Thirteen manuscripts were included for review. The analysis confirmed that nursing leadership plays an important role in EMC and nurses' intention to report errors. Three emerging themes were identified: 1) leadership and EMC; 2) leadership and the intention to report errors; and 3) leadership and error rate.

RESEARCH LIMITATIONS/IMPLICATIONS

A major limitation of the studies is that errors are often analyzed in a transversal way and associated with patient safety, and not as a single concept.

PRACTICAL IMPLICATIONS

Healthcare managers should promote training dedicated to head nurses and their leadership style, for creating a good work environment in which nurses feel free and empowered to report errors, learn from them and prevent their reoccurrence in the future.

ORIGINALITY/VALUE

There is a positive relationship between nursing leadership and error management in terms of reduced errors and increased benefits. Positive nursing leadership leads to improvements in the caring quality.

A study on the double-edged sword effect of inclusive leadership on employees' work behaviour-dual path perspective of cognition and affection

In order to cope with the volatile social environment and organisational change, more and more scholars call on leaders to stimulate subordinate effectiveness to a greater extent with inclusive behaviour. Existing studies focus on the positive impact of inclusive leadership, but ignore its potential negative impact. This study integrates Cognition-affection Personality System Theory to explore the double-edged sword mechanism of inclusive leadership on subordinates' work behaviour. Through the data analysis of 518 paired questionnaires collected in three stages, the results are as follows: Inclusive leadership has a positive impact on subordinates' psychological entitlement and state gratitude; Psychological entitlement and state gratitude play mediation roles not only between inclusive leadership and work withdrawal behaviour, but also between inclusive leadership and active behaviour; Subordinate narcissistic personality moderates the positive effect of inclusive leadership on psychological entitlement and state gratitude, and then moderates the indirect effect of inclusive leadership on subordinate work withdrawal behaviour and proactive behaviour through psychological entitlement and state gratitude. The above results expand the research on the action mechanism and boundary conditions of inclusive leadership in Chinese organisational context, and provide practical guidance for organisational managers to effectively conduct inclusive leadership.

The Nexus Between Ethical Leadership and Employees' Perception of Workplace Safety During COVID-19 Under Mediation and Moderation Model

Background

Workplace safety is a crucial aspect of employee well-being and organizational success, with ethical leadership playing a key role in shaping employees' perceptions of safety. Today, the underlying mechanisms through which ethical leadership influences workplace safety perception remain underexplored, especially in the Pakistan healthcare industry. Based on the social cognitive theory, this study aims to investigate the relationship between ethical leadership and workplace safety perception and examine the mediating role of media quality, communication climate, and supervisory communication and the moderating role of moral attentiveness.

Methods

An empirical survey method was used to conduct the quantitative study, with respondents representing nursing staff from hospitals in Pakistan. Data was collected using an online questionnaire during COVID-19, and Smart PLS was used to analyze the data.

Results

The study demonstrated that ethical leadership positively and significantly affects workplace safety perception. Media quality, communication climate, and supervisory communication mediate between ethical leadership and workplace safety perception. Moral attentiveness moderates the relationship between ethical leadership and workplace safety perception.

Conclusion

Ethical leadership is an essential tool that improves media quality, communication climate, supervisory communication, and moral attentiveness. The article presents a novel approach to examining the relationship between ethical leadership and workers' safety perceptions under the influence of mediating and moderating variables. By better understanding these dynamics, the study contributes to developing organizational strategies to improve workplace safety and overall employee well-being. In addition, it is a pioneering study exploring ethical leadership's role in influencing workers' perceptions of safety. Overall, the study is a great initiative that fosters the ethical concepts of individuals, thus achieving health protection and safety.

Negative association between workplace violence and patient safety behaviour in male, but not female, nursing interns: A cross-section study

AIM

The aim of the study was to compare the associations between workplace violence and patient safety behaviour between male and female nursing interns.

DESIGN

A cross-sectional survey.

METHODS

A cross-sectional survey was carried out at three general hospitals in Shandong Province in China to collect data from 466 nursing interns. We evaluated the associations between workplace violence and patient safety behaviours in men and women using multiple linear regressions.

RESULTS

Sex moderated the association between workplace violence and patient safety behaviour (B = 1.046, [SE = 0.477]; p = 0.029). Among male nursing interns, there was a significant association between workplace violence and patient safety (B = -1.353, 95% CI [-2.556, -0.151]; p = 0.028). In male nursing interns, verbal violence and sexual violence were significantly negatively associated with patient safety (B = -1.569, SE = 0.492, p = 0.002; B = -45.663, SE = 5.554, p < 0.001). No significant association was found in female nursing interns.

PATIENT OR PUBLIC CONTRIBUTION

This study did not have a patient or public contribution.

The influence of benevolent leadership on knowledge sharing of postgraduate supervisor: A moderated mediating model

In order to explore the mechanism and boundary conditions of the influence of benevolent leadership on knowledge sharing, we took postgraduate supervisor as participants and constructed a moderated mediating effect model. In this study, a total of 1,083 valid questionnaires were collected by questionnaire method and the confirmatory factor analysis, correlation analysis, regression analysis, and Hayes's PROCESS macro were used to analyze the data. The results show that benevolent leadership positively affects knowledge sharing. Creative self-efficacy mediates the relationship between benevolent leadership and knowledge sharing. Professional identity moderates the relationship between benevolent leadership and creative self-efficacy, when the professional identity is (M - 1 SD) and (M + 1 SD), the moderating effect is significant, while when the professional identity is (M), the moderating effect is not significant. Research stress moderates the relationship between creative self-efficacy and knowledge sharing, when research stress is (M - 1 SD), (M), and (M + 1 SD), the moderating effect is significant. Professional identity and research stress jointly moderated the mediating effect of creative self-efficacy. Professional identity moderated the first half path of the mediating model, while research stress moderated the second half path of the mediating model. When the level of professional identity is high and research stress is high, benevolent leadership has the greatest positive influence on knowledge sharing through creative self-efficacy. When the level of professional identity is low and research stress is high, benevolent leadership has the greatest negative influence on knowledge sharing through creative self-efficacy. This study enriches the relevant research on benevolent leadership and knowledge sharing, explores the conditions and factors that enhance or buffer benevolent leadership, and shows that the best effect can be achieved when the leadership behavior is consistent with the situational factors.

The effects of gender diversity in boards of directors on the number of female managers promoted

Purpose

This study elaborates on the process through which gender-diverse boards of directors increase representation of females in management positions. This study draws on the gender spillover effect to examine whether gender diversity on boards of directors significantly influences the number of women promoted to managerial positions. The authors also employ implicit quota theory to examine the interaction effects of female board directors and their related strategies to target female customers as a source of female talent on the promotion numbers of female managers.

Design/methodology/approach

The authors draw from female manager panel data surveyed and gathered by the Korean Women Development Institute (KWDI), a Korean government-sponsored research institution, for the period 2008–2014. The total sample, comprising 5 biannual waves, includes 906 Korean companies across four wage rates. The authors apply zero-inflated negative binomial regression analyses to examine the effects of gender diversity on board director positions and its interactions with strategies targeting female markets on the number of female managerial promotions.

Findings

The authors find that gender diversity on boards of directors is positively related to the number of female managers promoted. Furthermore, in corporations where gender is not relevant to firms' strategy and decision-making, broader gender diversity increases the number of female managers promoted at lower- but not higher-level positions.

Originality/value

The current study demonstrates the complex role of gender diversity in board director positions in initiating and promoting the career development of female managers. On the one hand, gender diversity in board director positions has spillover effects on women's representation in management positions. On the other hand, female board directors impede the career progress of senior female managers to maintain their status in quotas when the female market is not critical to firms' competitiveness. Therefore, it is crucial to integrate two different concepts about gender diversity—the gender spillover effect and implicit quota theory—that elaborate on the effects of gender diversity in board director positions on female manager promotion numbers.

Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership

Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites the question: how do leaders facilitate individual, group and organizational learning? Several studies have examined relationships among leadership and learning and potential mediating and moderating variables. However, because this literature is extensive and fragmented it is difficult to discern what is known about how leadership contributes to individual, group and organizational learning. Accordingly, there is a pressing need to assemble and evaluate the existing studies. To address this limitation of the literature, this paper presents a systematic review and critique of literature in this field. Our review of 105 studies suggests that there are statistically significant relationships between different types of leadership and learning at the individual, group, and organizational levels. Furthermore, the findings indicate that these relationships are often mediated by other variables. However, little is known about moderators and boundary conditions. Based on the findings, it would be premature to say with certainty that leadership causally influences learning, since the empirical basis for such a claim is lacking. We outline the conceptual, theoretical, methodological, and empirical refinements needed to guide future research on learning-oriented leadership and advance this research trajectory. The findings of our review and our conclusions will be informative for researchers and practitioners.

Exploring the link between learning from error climate and professionals' engagement in social learning activities after errors

Purpose

Learning from errors is a complex process that requires careful support. Building on affective events theory, the purpose of this paper is to explore how a supportive learning from error climate can contribute to social learning from errors through affective and cognitive error responses by individual professionals.

Design/methodology/approach

A total of 139 early-career auditors completed an online questionnaire consisting of validated survey scales, allowing for serial mediation analysis to compare direct and indirect effects.

Findings

Learning from error climate was directly and positively related to engagement in social learning activities after committing an error. Furthermore, the authors found a double mediation by error strain (an affective error response) and reflecting on errors (a cognitive error response) on this relationship.

Practical implications

Organizations can actively encourage professionals to learn from their errors by creating a supportive learning from error climate and holding professionals accountable for their errors.

Originality/value

The present study enriches the authors’ understanding of the mechanisms through which learning from error climate influences engagement in social learning activities. It extends prior research on learning from errors by investigating the sequential effects of engagement in error-related learning activities performed individually and in social interaction.

Moderating Multiple Mediation Model of the Impact of Inclusive Leadership on Employee Innovative Behavior

Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive-motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of "psychological safety-employee innovative behavior" and of "creative self-efficacy-employee innovative behavior." Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development.

Inclusive Leadership in Thought and Action: A Thematic Analysis

While research in the diversity and leadership literatures has given attention to the concept of inclusive leadership, work in these areas has progressed within relatively independent theoretical streams with little integration of findings. To integrate findings from these literatures and develop theory on inclusive leadership, this study explores the concept and enactment of inclusive leadership from the leader’s perspective. Through manual and assisted thematic analyses of 27 leaders’ written responses to questions regarding how they perceive and demonstrate inclusive leadership, we investigate how leaders do sensemaking about what it means to be inclusive. Consistent with the findings of prior research, conceptualization themes emerged related to understanding, valuing, and utilizing differences as well as encouraging a shared identity and collaboration. The findings also highlight the importance of relational leadership—specifically, relating to, showing a genuine interest in, and generating trust from others on the team. In the demonstration of inclusive leadership, the results emphasize behaviors to recognize diversity, respond to individual needs and work styles, and actively listen to what team members voice. Our findings also highlight the importance of building environments in which members share and build on each other’s ideas freely and leaders make time and space for leveraging member contributions for decision-making, even when such contributions diverge from team norms. Based on these insights, we consider the limitations of our work and offer directions for theory, research, and practice.

Innovation capability of the company: the roles of leadership and error management

Extensive research has been conducted promoting empowerment, inclusive decision making, and self-determination by employees. However, where does an organization initiate change if employees stay in their comfort zone and rather have a work-to-rule mentality? They just do not take over responsibility and the power they are given. The inductive case study involved first-hand data about leader-member exchange and corporate culture. A qualitative research approach was selected by employing personal construct psychology to receive an unbiased cultural view of employees and leaders interacting. A sample of 61 repertory grid structured interviews with 21 leaders and 40 employees produced 782 unique personal assessment criteria. The applied methodology allows a quantitative analysis of these assessments in association with leadership, error management, and employees' proactive behavior. This unusual psychological-based approach chosen as intuitive interviews predicated on personal construct psychology is unlikely to provoke socially desirable or questionnaire-driven results. Based on the case study findings, a systematic review of contemporary scientific literature was conducted to generate broadly applicable results. The final qualitative synthesis included 41 research articles relevant to the investigated topic. Theoretical and empirical results allowed concluding that leadership vulnerability supports error management and employees' psychological safety. These combinations are prerequisites to proactive behavior. Additional preconditions to proactivity are employee resilience and organizational commitment. This article's results could give practical recommendations in case organizations lack the proactive behavior of their workforce. Finally, this article advocates further research on vulnerability in leadership and managers communicating their own weaknesses and mistakes as it is an underrepresented area in current scientific literature.

Inclusive leadership: new age leadership to foster organizational inclusion

Purpose

This paper aims to investigate the relationship between inclusive leadership (IL) and organizational inclusion (OI) in literature and explores the contribution of IL and OI in human resources development (HRD).

Design/methodology/approach

The systematic literature review was undertaken from peer-reviewed journals. In total, 68 articles were critically analyzed to be included in the review highlighting the relationship between IL and OI.

Findings

The paper provides insights into leader behaviors that foster IL and how it differs from other styles of leadership. The paper also proposes a theoretical model to show the relationship between IL and OI.

Practical implications

The study will facilitate creating awareness in practitioners and academicians who think inclusion is mostly concerned with disabled learners, which is misleading. The paper will help the concerned stakeholders to formulate HRD practices to foster an inclusive culture at work.

Originality/value

The paper explores an area less researched and is among the few review papers investigating through the relationship between IL and OI and how they impact HRD practices in an organizational set-up.

Ambidextrous Knowledge and Learning Capability: The Magic Potion for Employee Creativity and Sustainable Innovation Performance

This paper studies the effect that ambidextrous knowledge, i.e., oriented knowledge within a firm towards the development of exploitation activities and oriented knowledge towards the development of exploration activities, has on employee creativity, research and development, and sustainable product innovation. We contend that both tacit and explicit knowledge affect employee creativity, research and development, and sustainable product innovation. We empirically tested our hypotheses by using multisource data collected from 245 Spanish firms across fourteen industries. Our structural equation models indicate that these two types of individual knowledge predict employee creativity, which in turn strengthens research and development projects, and sustainable product innovation performance. The results confirm that the relationships between knowledge, creativity, research and development, and sustainable product innovation performance are strong with a high learning capability. A multi-group structural analysis also reveals that positive relations between tacit and explicit knowledge, employee creativity, research and development, and sustainable product innovation performance are stronger within firms that have employees with high learning capability. We provide pertinent recommendations for managers. The efforts and investments made in knowledge support the development of new ideas, new research and development projects, and sustainable product innovation success; employee learning capability has a strong influence on knowledge, creativity, and sustainable product innovation.

Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance

This study examines the effects that ambidextrous relationships, i.e., oriented relationships within a firm towards the development of exploitation activities and oriented relationships towards the development of exploration activities, have on employee performance in terms of creativity, research and development (R&D), and sustainable innovation performance. We contend that informal relationships affect employee creativity and R&D. However, formal relationships affect employee creativity and sustainable innovation performance. The purpose of this study is to inject new positive relationships into firms by examining ambidextrous relationships and the moderating role of social capability in the relationships–innovation effect. We empirically tested our hypotheses by using multisource data collected from 245 Spanish firms across 14 industries. Our structural equation models suggest that these two types of relationship predict employee creativity, which in turn increases sustainable innovation performance and R&D. The results reveal that the effects between informal relationships and creativity are stronger, as are the effects between formal relationships and sustainable innovation performance. A multigroup structural analysis also reveals that effects between informal and formal relationships, employee creativity, R&D, and sustainable innovation performance are stronger within firms that have employees with high social capability. The efforts and investments made in employee social capital support the development of new ideas, R&D, and innovation success. Support is provided for an ambidextrous Human Resource Management (HRM) approach which is relevant for innovation, and several practical recommendations and implementation guidelines for Small and Medium Enterprises (SMEs) are provided. This study provides a plausible explanation of two important management mechanisms for enhancing creativity—R&D and sustainable innovation performance. Relationships are malleable, and this study suggests that fostering formal and informal relationships might hold the key to sustainable innovation performance and unlocking desirable employee behavior.

Ethical leadership, nursing error and error reporting from the nurses’ perspective

Background:

Nursing errors endanger patient safety, and error reporting helps identify errors and system vulnerabilities. Nursing managers play a key role in preventing nursing errors by using leadership skills. One of the leadership approaches is ethical leadership.

Aim:

This study determined the level of ethical leadership from the nurses’ perspective and its effect on nursing error and error reporting in teaching hospitals affiliated to Shahid Sadoughi University of Medical Sciences, Yazd, Iran.

Research design:

This was a cross-sectional descriptive study.

Participants and research context:

A total of 171 nurses working in medical-surgical wards were selected through random sampling. Data collection was carried out using “ethical leadership in nursing, nursing errors and error reporting” questionnaires. Data were analyzed with SPSS20 using descriptive and analytical statistics.

Ethical considerations:

This study was approved by the Ethics Committee for Medical Research. Ethical considerations such as completing informed consent form, ensuring confidentiality of information, explaining research objectives, and voluntary participation were observed in the present study.

Findings:

The results showed that the level of nursing managers’ ethical leadership was moderate from the nurses’ point of view. The highest and the lowest levels were related to the power-sharing and task-oriented dimensions, respectively. There was a significant relationship between nursing managers’ level of ethical leadership with error rates and error reporting.

Conclusion:

The development of ethical leadership approach in nursing managers reduces error rate and increases error reporting. Programs designed to promote such approach in nursing managers at all levels can help reduce the level of error rate and maintain patient safety.