Entrepreneurial Leadership and Turnover Intention of Employees: The Role of Affective Commitment and Person-job Fit

Entrepreneurial leadership, nurses' proactive work behavior, and career adaptability: a structural equation model

BACKGROUND

Healthcare organizations with practitioners who exhibit proactive work behavior and career adaptability acquire a competitive advantage in the face of many adversities. Entrepreneurial leadership (EL) is a new leadership approach that has a huge impact on followers' behavior, although research into its theory and empirical evidence is still in its infancy.

METHODS

A non-probability convenience sample methodology (n = 450) was utilized to choose study participants, who were equally dispersed among the two private hospitals in Alexandria. A cross-sectional study was carried out in all departments of the hospitals, which were chosen at random using a simple random procedure. Three validated scales were used in this study to measure the study variables and establish a structural equation model.

RESULTS

The result of this study revealed that nurses perceived moderate mean scores of all variables; entrepreneurial leadership (140.84 ± 11.94), proactive work behavior (46.02 ± 5.85), and career adaptability (85.55 ± 10.35). In addition, the structured equation model revealed a goodness fit index and presents that entrepreneurial leadership significantly affects nurses' proactive work behavior with an estimated β of 0.555, coefficient of regression C.R. of 4.006, at P value < 0.001. Also, it significantly affects career adaptability with an estimated β of .834, a coefficient of regression C.R. of 3.491 at P value < 0.001.

CONCLUSIONS

The developed structural equation model confirmed the significant impact of entrepreneurial leadership (EL) on nurses' proactive work behavior (PWB) and career adaptability (CA)". Therefore, this study offers important implications for nurse managers, staff nurses, hospital human resources management practice, and academics.

Study on the Effect of Employees’ Perceived Organizational Support, Psychological Ownership, and Turnover Intention: A Case of China’s Employee

In the context of severe turnover, taking measures to enhance core employee management, prevent the turnover of talents, and improve employees’ sense of belonging and responsibility to the firm can become a non-negligible problem in human resource management. Considering Chinese enterprises as the research background, this study starts with the related theories of organizational support, psychological ownership, and turnover intention to explore the impact of organizational support on psychological ownership and its dimensions (self-efficacy, taking responsibility, a sense of belonging, and self-identification), the effect of each dimension of psychological ownership on turnover intention, and the relationship between organizational support and turnover intention, as well as verifies the mediating role of psychological ownership. The main findings show that (1) perceived organizational support positively affects psychological ownership; (2) psychological ownership negatively affects turnover intention; (3) perceived organizational support negatively influences turnover intention; and (4) psychological ownership mediates the relationship between perceived organizational support and turnover intention. The study results contribute to the relevant literature and guide human resource practice.

The Impact of Transformational Leadership on Organizational Commitment and Intention to Stay: Empirical Evidence From China's Performing Arts Industry

As part of the cultural industries, performing arts has been playing an important role in enriching people's spiritual life, leveling culture and education, creating jobs, and even making economic benefits. Hence, a significant methodology is required to tackle the complicated concepts of transformational leadership (TL) and social factors in an arts industry context. This article aims to observe the direct impacts of TL on organizational commitment (OC). Furthermore, it examined the indirect effects of TL on OC and intention to stay (ITS) via person-job fit (PJF), social capital (SC), and psychological capital (PC). According to the results of this research, TL was discovered to have a positive impact on OC and PJF while having no significant effect on ITS. Furthermore, PJF had a significant impact on SC. Moreover, SC significantly influenced PC. In addition, PC was discovered to be in a significant correlation with OC while having no significant association with ITS. Finally, OC was also in a significant relationship with ITS.

The Effect of Entrepreneurial Leadership on Employees’ Tacit Knowledge Sharing in Start-Ups: A Moderated Mediation Model

Background

This study explores the causal relationship between entrepreneurial leadership and employees’ tacit knowledge sharing in start-ups. Construct a moderated mediation model to test the mediating role of affective commitment and the moderating role of career growth opportunities.

Methods

A questionnaire was used to collect data, and 485 samples of employees in Chinese start-ups were collected. Regression analysis and structural equation model were used to analyze data and verify hypotheses.

Results

The study shows that entrepreneurial leadership has a significant positive effect on employees’ affective commitment and tacit knowledge sharing. Affective commitment plays a mediating effect between entrepreneurial leadership and employees’ tacit knowledge sharing. Career growth opportunities play a positive moderating role in the impact of entrepreneurial leadership on affective commitment and tacit knowledge sharing, and positively moderate the indirect effect of entrepreneurial leadership on tacit knowledge sharing through affective commitment.

Conclusion

The research illustrates that the managers of start-ups can improve employees’ affective commitment by giving full play to entrepreneurial leadership and combining the career growth opportunities provided by the organization. Employees’ tacit knowledge sharing behavior is stimulated, providing guiding value for knowledge management and the human resource management of start-ups.

Mediating effects of nurses 'personal and organizational values between organizational commitment and turnover: Cross-sectional study

Background

The values of individuals and organizations are the core factors driving and guiding nurses’ decision-making and actions. Previous studies mainly focused on the impact of organizational commitment and other influencing factors on turnover intention.

Aim

To explore the mediating effect of personal and organizational values matching the relationship between organizational commitment and turnover intention of nursing staff.

Methods

A cross-sectional survey of 490 subjects in four tertiary hospitals in Tianjin was conducted by convenient sampling. Multivariate regression analysis and structural equation models were used to test each hypothesis.

Results

The results showed that there is a negative correlation between personal and organizational values, organizational commitment and turnover intention, and personal and organizational values played an indirect intermediary role between organizational commitment and turnover intention.

Conclusions

Organizational commitment reduces nurses’ turnover intention indirect through personal and organizational values paths. Leaders can improve nurses’ values as members of the organization, so as to participate in their own work more actively.

Implications for nursing management

Managers should effectively reduce the turnover rate and stabilize the nursing team by improving the organizational commitment and personal and organizational values of clinical nurses.

Exploring Links between Polychronicity and Job Performance from the Person-Environment Fit Perspective-The Mediating Role of Well-Being

Polychronicity refers to the preference of some individuals to structure their time in order to deal with multiple tasks simultaneously in a short period of time. Past research regarding the correlation between individual polychronicity and performance presented distinct arguments. Although most studies supported a positive correlation with performance, empirical findings showed inconsistent results, indicating the presence of other influencing factors. According to the person-environment fit theory and self-determination theory, the effect of polychronicity on job performance was verified and the mediation effect of well-being was tested in this study. Dual-mode questionnaires were collected from 532 subordinators and their direct supervisors in 98 chain restaurants and hierarchical regression analysis was performed to test the research hypotheses. The results showed that polychronicity positively affected well-being, that is, well-being was a full mediator between polychronicity and job performance. This study provides valuable insight for managers to understand employee polychronicity and, in turn, improve their well-being, which could help improve job performance.

Psychological Safety in Ghana: Empirical Analyses of Antecedents and Consequences

This study examines psychological safety as a mediator in the relationship between Leader–Member Exchange (LMX) and voice behavior. Based on the conservation of resources theory, a moderated mediation framework was used to examine human capital investments, specifically employee education and tenure, as boundary conditions of this relationship. The research hypotheses were tested with a sample of 207 employee-supervisor dyads working in a time-lagged design. The study found that psychological safety is an intermediary mechanism through which LMX affects voice behavior. Employees’ level of education negatively moderates the relationship between LMX and psychological safety. Furthermore, the results suggest that organizational tenure accentuates the relationship between LMX and psychological safety, and strengthens the indirect effect of LMX on voice behavior. The theoretical contributions and managerial implications are discussed in addition to directions for future research.

Authentic Leadership and Employees' Innovative Behaviour: A Multilevel Investigation in Three Countries

The innovativeness of individual employees is a vital source of competitive advantage of firms, contributing to societal development. Therefore, the aim of this multilevel study was to examine how entrepreneurial firm owners' authentic leadership relates to their employees' innovative behaviour. Our conceptual model postulates that the relationship between business owners' authentic leadership (as perceived by their employees) and their employees' innovative behaviour is mediated by employees' personal initiative and their work engagement. Hypotheses derived from this model were tested on data collected from 711 employees working in 85 small firms from three European countries: the Netherlands, Poland, and Spain. The results of the multilevel modelling confirmed our model, showing that when business owners are perceived as more authentic leaders, their employees show higher personal initiative and are more engaged at work and, in turn, identify more innovative solutions to be implemented in the organization. A cross-national difference was observed: employees from Spain (in comparison to Dutch and Polish employees) reported engaging less frequently in innovative behaviour. These research findings suggest that the innovative behaviour of employees can be boosted through leadership training, improving the quality of relationships between leaders and subordinates, and strengthening employees' personal initiative and work engagement.