Research on the Effect of Narcissistic Leadership on Employee Job Embeddedness

Factors influencing the job embeddedness of new graduate nurses: A multicentre cross-sectional study

AIM

To identify factors associated with job embeddedness from the perspective of retaining new graduate nurses.

DESIGN

The study was cross-sectional in design.

METHODS

Convenience and stratified sampling were used to recruit 415 newly graduated nurses from 12 tertiary hospitals in China. Anonymized data were collected through self-designed sociodemographic questionnaires, job embeddedness scale, feedback-seeking behaviour scale, authentic leadership perception scale and decent work scale. Appropriate indicators were used for descriptive statistics and t-tests, ANOVA, Pearson correlation analysis and multiple linear regression to examine the influencing factors.

RESULTS

The study showed that monthly income level, decent labour, authentic leadership and feedback-seeking behaviour were significant predictors of job embeddedness among new graduate nurses.

CONCLUSION

The job embeddedness of new graduate nurses is moderate. Nursing managers need to construct reasonable and fair compensation incentives, adopt positive leadership styles and encourage proactive feedback-seeking behaviours to improve the job embeddedness of new graduate nurses and alleviate the nursing talent shortage.

IMPACT

Exploring the factors influencing the job embeddedness of new graduate nurses provides a reference for establishing new graduate nurse retention strategies to help promote the career development of new graduate nurses and alleviate the nursing brain drain.

REPORTING METHOD

We adhered to the Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) guidelines.

PATIENT OR PUBLIC CONTRIBUTION

No patient or public contribution.

Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees' work behavior

So far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has a double-edged sword effect. By using Mplus7.4 software the analysis of 450 employees and their direct leaders' pairing data collected in three stages, it is found that: narcissistic leadership has a positive effect on employee' hostility toward supervisor and psychological availability; hostility toward supervisor mediates the relationship between narcissistic leadership and counterproductive work behavior; psychological availability mediates the relationship between narcissistic leadership and organizational citizenship behavior; in addition, environmental uncertainty enhances the positive effect of narcissistic leadership on employee' hostility toward supervisor and psychological availability, which in turn moderates the indirect effect of narcissistic leadership on counterproductive work behavior through employee' hostility toward supervisor and on organizational citizenship behavior through psychological availability.