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1 – 7 of 7Karen Cziraki, Emily Read, Heather K. Spence Laschinger and Carol Wong
This paper aims to test a model examining precursors and outcomes of nurses’ leadership self-efficacy, and their aspirations to management positions.
Abstract
Purpose
This paper aims to test a model examining precursors and outcomes of nurses’ leadership self-efficacy, and their aspirations to management positions.
Design/methodology/approach
A cross-sectional survey of 727 registered nurses across Canada was conducted. Structural equation modelling using Mplus was used to analyse the data.
Findings
Results supported the hypothesized model: χ2(312) = 949.393; CFI = 0.927; TLI = 0.919; RMSEA = 0.053 (0.049-0.057); SRMR 0.044. Skill development opportunities (ß = 0.20), temporary management roles (ß = 0.12) and informal mentoring (ß = 0.11) were significantly related to nurses’ leadership self-efficacy, which significantly influenced motivation to lead (ß = 0.77) and leadership career aspirations (ß = 0.23). Motivation to lead was significantly related to leadership career aspirations (ß = 0.50).
Practical implications
Nurses’ leadership self-efficacy is an important determinant of their motivation and intention to pursue a leadership career. Results suggest that nurses’ leadership self-efficacy can be influenced by providing opportunities for leadership mastery experiences and mentorship support. Leadership succession planning should include strategies to enhance nurses’ leadership self-efficacy and increase front-line nurses’ interest in leadership roles.
Originality value
With an aging nurse leader workforce, it is important to understand factors influencing nurses’ leadership aspirations to develop and sustain nursing leadership capacity. This research study makes an important contribution to the nursing literature by showing that nurses’ leadership self-efficacy appears to be an important determinant of their motivation to lead and desire to pursue a career as a nurse leader.
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Heather K. Spence Laschinger, Joan Finegan and Judith Shamian
A predictive, nonexperimental design was used to test Kanter's work empowerment theory in a random sample of 412 Canadian staff nurses. Empowered individuals reported higher…
Abstract
A predictive, nonexperimental design was used to test Kanter's work empowerment theory in a random sample of 412 Canadian staff nurses. Empowered individuals reported higher affective commitment and work satisfaction. Moreover, empowered employees experienced greater organizational trust, which in turn influenced these job attitudes. Since research has shown that affective commitment is related to productivity, our results suggest that fostering environments that enhance perceptions of empowerment will have positive effects on employees and ultimately, enhance organizational effectiveness.
Carol Wong, Edmund J. Walsh, Kayla N. Basacco, Monica C. Mendes Domingues and Darrin R.H. Pye
The purpose of this study is to examine the effects of managers’ authentic leadership, person–job match in the six areas of worklife (AWLs) and emotional exhaustion on long-term…
Abstract
Purpose
The purpose of this study is to examine the effects of managers’ authentic leadership, person–job match in the six areas of worklife (AWLs) and emotional exhaustion on long-term care registered nurses’ job satisfaction.
Design/methodology/approach
A secondary analysis of baseline data from a national survey of 1,410 Canadian registered nurses from various work settings was used in this study, which yielded a subsample of 78 nurses working in direct care roles in long-term care settings. Hayes’ PROCESS macro for mediation analysis in SPSS was used to test the hypothesized model.
Findings
Findings showed that authentic leadership significantly predicted job satisfaction directly and indirectly through AWLs and emotional exhaustion.
Practical implications
Authentic leadership may provide guidance to long-term care managers about promoting nurses’ job satisfaction, which is essential to recruiting and retaining nurses to meet the care needs of an aging population.
Originality/value
As demand for care of the aged is increasing and creating challenges to ensuring a sufficient and sustainable nursing workforce, it is important to understand factors that promote long-term care nurses’ job satisfaction. Findings contribute to knowledge of long-term care nurses by suggesting that managers’ authentic leadership can positively affect nurses’ job satisfaction directly and indirectly through positive perceptions of AWLs and lower emotional exhaustion.
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Steven H. Appelbaum and Karen Honeggar
Examines empowerment as an on‐going and perceptual organizational process yielding a new vision for subordinates. Claims that current attempts to empower employees have met with…
Abstract
Examines empowerment as an on‐going and perceptual organizational process yielding a new vision for subordinates. Claims that current attempts to empower employees have met with varying degrees of success as there is a significant gap between the perception of empowerment held by managers and the reality as viewed by employees. Suggests that current research depicts empowerment efforts as myths and not an effective intervention. Examines a five stage model with some empirical results. Explores the relationship of empowerment to organizational variables as well as relationships to supervisory style/managerial behaviors; reward systems; job design; individual and personality factors and finally structural power. Presents a special case study of empowerment in nursing as well as a case incident of empowerment practiced within a manufacturing firm. Concludes with strategies of how to build feelings of choice, competence, meaningfulness and progress ‐ all critical elements in the conceptual model of empowerment. Presents these strategies with both individual actions and team actions.
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Muhammad Farrukh, Ali Raza and Muhammad Rafiq
This study aims to investigate the role of environmentally specific authentic leadership (ESAL) and cognitive-affective path systems (team passion and goal clarity) in enhancing…
Abstract
Purpose
This study aims to investigate the role of environmentally specific authentic leadership (ESAL) and cognitive-affective path systems (team passion and goal clarity) in enhancing green creativity at the team level.
Design/methodology/approach
Data were collected from hotel employees through a structured questionnaire.
Findings
According to the investigation of 130 teams, ESAL influences team green creative behavior (TGCB), and this link was mediated by the team environmental goal clarity (TEGC). Furthermore, the study also finds a moderating role of team environmental harmonious passion (TEHP) between the hypothesized links. Based on these findings, the study discusses theoretical and practical implications.
Practical implications
Hospitality organizations looking to encourage teams to participate in TGCB as a whole should make sure that leaders are able to express their true selves. Further, leaders should focus on developing team members’ environmental passion and awareness of their TGCB.
Originality/value
To the best of the authors’ knowledge, this is the first study that summarizes the literature on ESAL, TEHP and TEGC in the new managerial framework of TGCB. The analysis also advances the creativity literature by further expanding green creativity research to the hotel/ tourism discipline and adding authentic leadership to the subtle body of predictors for green creativity at the team level.
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Joseph Mpeera Ntayi, Augustine Ahiauzu and Sarah Eyaa
The purpose of this study is to investigate the relationship between psychological climate, catharsis, organizational anomie, psychological wellness and ethical procurement…
Abstract
The purpose of this study is to investigate the relationship between psychological climate, catharsis, organizational anomie, psychological wellness and ethical procurement behaviour in Ugandaʼs public sector, in order to understand better the conditions that foster or diminish procurement ethics in a developing country. Data for this study were collected from a sample of 1100 respondents out of which 460 usable questionnaires, representing a 42% response rate were received and analyzed. Results reveal that psychological climate, procurement planning and organizational anomie were significant predictors, accounting for 64% of the variance in ethical procurement behaviour. These results have both policy and managerial implications which we present and discuss in this paper.