Authentic Leadership and Creativity: Moderated Meditation Model of Resilience and Hope in the Health Sector

The Relationship Between Authentic Leadership and Nurses' Resilience: A Mediating Role of Self-Efficacy

Introduction

Authentic leadership has been identified as a style needed to promote quality patient care and nurses' retention.

Objective

The objective of this study was to investigate the correlation between the authentic leadership exhibited by nurse managers and the levels of resilience and self-efficacy among nurses.

Methods

A descriptive correlational study was conducted in an Egyptian hospital. A sample of convenience nurses (N = 285) completed the Authentic Leadership Inventory, the Connor-Davidson Resilience Scale, and the General Self-Efficacy Scale. The data were analyzed with correlation and structural equation modeling.

Results

The highest percentages of nurses (53.33% and 45.96%) perceived their nurse managers as having either moderate or high levels of authentic leadership. The majority of nurses rated themselves as moderately resilient (63.98%, 25.59 ± 6.56) and highly efficacious (76.70%, 30.68 ± 4.95). Furthermore, the analysis conducted using SPSS-AMOS reveals a significant positive association between the variables. Specifically, authentic leadership, along with its constituent components, accounts for approximately 22% of the overall variance observed in nurses' resilience. Additionally, it is shown that these same factors explain approximately 34% of the variance in nurses' self-efficacy. Moreover, the mediating role of self-efficacy was found to explain 49.3% of the variability in nurses' resilience.

Conclusion

Nurse leaders should be aware of and implement effective and authentic leadership behaviors and apply tailored strategies for fostering nurses' resilience and self-efficacy to deal with the challenging healthcare environment.

How authentic leadership affects green creativity: the role of self-reflection and psychological capital

Purpose

Based on social cognitive theory, this study aims to explore the effect of authentic leadership on employee green creativity by studying the mediating role of reflection and rumination and the moderating role of psychological capital.

Design/methodology/approach

This study used experience sampling methodology to test hypothesis. Specifically, this study applied two-level path analysis to analyze 1,290 observations from 129 employees.

Findings

The results show that authentic leadership positively influences reflection but negatively influences rumination, which in turn impact employees’ green creativity. Psychological capital positively moderates the effects of authentic leadership on reflection and negatively moderates the effects of authentic leadership on rumination. Furthermore, psychological capital moderates the linkages between authentic leadership, self-reflection and employee green creativity.

Practical implications

Organizations should make efforts in promoting authentic leadership and recruiting employees who possess high psychological capital. Moreover, managers can make effective efforts to stimulate employees’ reflection and mitigate rumination, thereby facilitating organizational sustainable development.

Originality/value

In investigating green issues related to employees’ daily cognitive processes, this study focuses on within-personal reaction mechanism to authentic leadership, concerning the moderating effect of individual psychological capital.

Authentic leadership in nurses' professional practice: an integrative review

OBJECTIVES

to identify the primary constructs concerning authentic leadership and its relevance for nurses' professional practice.

METHODS

integrative literature review conducted between 2015 and 2020 in LILACS, SciELO, and PubMed databases.

RESULTS

the United States published most of the 31 studies analyzed, with eight studies (25.8%), followed by Canada with seven studies (22.6%), and Brasil with five (16.1%). Most studies adopted a quantitative approach (77.41%), and 96.8% presented weak evidence. Three categories emerged: Work Engagement/Job Satisfaction and Organizational Commitment; Healthy Work Environment; and Intention to Quit the Job and Mental Exhaustion.

FINAL CONSIDERATIONS

authentic leadership positively contributes to management and nursing care practice, promoting healthy work environments, structural empowerment, greater work engagement, and organizational commitment, decreasing absenteeism and mental exhaustion.

Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model

Purpose

Psychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.

Design/methodology/approach

A systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.

Findings

First, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.

Research limitations/implications

Even though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.

Practical implications

The authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.

Social implications

Importantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.

Originality/value

Fundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature.

Leading for Innovation: Self-Efficacy and Work Engagement as Sequential Mediation Relating Ethical Leadership and Innovative Work Behavior

This research investigated the link between ethical leadership and innovative work behavior by examining the role of self-efficacy as a mediating factor and the sequential mediation of self-efficacy and work engagement. Using a survey approach, data were collected from 441 bank employees in the southern region of Thailand. The findings of the structural equation modeling (SEM) analysis revealed an association between ethical leadership and innovative work behavior and self-efficacy, respectively. Work engagement and innovative work behavior were both linked to self-efficacy. Work engagement was associated with innovative work behavior. According to the mediation analysis results, self-efficacy appeared to mediate the relationship between ethical leadership and innovative work behavior. Ultimately, it was shown that self-efficacy and work engagement were sequentially mediated by ethical leadership and innovative work behavior. This research provides insight into the understanding of the connection between ethical leadership and innovative work behavior. The key contributions of this research are the exploration-mediating function of self-efficacy and the sequential mediation roles of self-efficacy and work engagement.

Are Your Employees Hopeful at Work? The Influence of Female Leadership, Gender Diversity and Inclusion Climate on Japanese Employees’ Hope

There are two well-known truths about Japan: one is that Japan is one of the most advanced economies, which takes pride in its highly advanced technology, social infrastructure and system; the other is that Japan ranks lowest at women’s social participation among Organization for Economic Co-operation and Development countries. Even though the Japanese government has initiated programs to promote female participation and advancement in society, these initiatives have not yet borne remarkable fruit. This study intends to address this issue by investigating the effectiveness of female leadership in Japan, specifically its effect on organizations’ gender diversity and inclusion (D&I) climate and employees’ task-related positive attitudes. Synthesizing social information processing theory and social identity theory, the study examines 306 Japanese employees working with their female supervisors in medium- and large-sized manufacturing companies. The findings show that female ambidextrous leadership contributes to shape and strengthen a gender D&I climate and ultimately enhances employees’ hope on their work. In addition, the positive effect of a gender D&I climate on employees’ hope is the same for all employees regardless of gender. The findings clarify the role of female leadership and the underlying psychological mechanism through which female leadership influences employees’ positive work attitudes. This first empirical study in Japan contributes to the research on female leadership and D&I management.

Authentic leadership and innovation behavior among nurses in China: A mediation model of work engagement

AIM

The purpose of this study was to explore the effect of authentic leadership on nurses' innovation behavior and the mediating role of work engagement.

BACKGROUND

Encouraging nurses to generate more innovation behaviors has become an important development direction for improving the quality of nursing services.

METHOD

We employed a self-report questionnaire to collect data in Jinan City, China. A total of 2018 valid surveys were obtained. Hierarchical multiple regression model analysis was conducted to test the study hypothesis.

RESULT

The mean values of authentic leadership were 55.72 and 35.29 respectively. It shows that nurses can perceive the authenticity of managers, and their innovation behaviors need to be improved. Work engagement was found to have partially mediating effect on the relationship between authentic leadership and innovation behavior.

CONCLUSION

Results suggest the importance of developing nurse managers' authentic leadership to foster nurses' work engagement and innovation behavior.

IMPLICATIONS FOR NURSING MANAGEMENT

Hospitals should enhance authentic leadership by designing leadership training programs and establishing authentic culture. In addition, nursing managers can also foster nursing innovation through improvements in work engagement.

A liderança autêntica no exercício profissional do enfermeiro: uma revisão integrativa

RESUMO Objetivos: identificar os principais construtos adotados sobre a liderança autêntica e sua relevância para a prática profissional do enfermeiro. Métodos: revisão integrativa da literatura no período de 2015 a 2020, nas bases de dados: LILACS, SciELO e PubMed. Resultados: dos 31 estudos analisados, os países que mais publicaram foram Estados Unidos, com 8 estudos (25,8%), Canadá com 7 (22,6 %) e Brasil com 5 (16,1%); houve predomínio de estudos de abordagem quantitativa (77,41%), e 96,8% apresentaram nível de evidência fraca. Emergiram três categorias para discussão: Engajamento/Satisfação no trabalho e comprometimento organizacional; Ambiente de trabalho saudável; Intenção de sair do emprego e desgaste mental. Considerações Finais: a liderança autêntica contribui positivamente na gestão e na prática do cuidado do enfermeiro, proporcionando ambientes de trabalho mais saudáveis, empoderamento estrutural, maior engajamento no trabalho e comprometimento organizacional, além de contribuir para diminuição das taxas de absenteísmo e desgaste mental.