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Healthcare providers are under pressure due to increasing and more complex demands for services. Increased pressure on budgets and human resources adds to an ever-growing problem set. Competent leaders are in demand to ensure effective and well-performing healthcare organisations that deliver balanced results and high-quality services. Researchers have made significant efforts to identify and define determining competencies for healthcare leadership. Broad terms such as competence are, however, inherently at risk of becoming too generic to add analytical value. The purpose of this study is to suggest a holistic framework for understanding healthcare leadership competence, that can be crucial for operationalising important healthcare leadership competencies for researchers, decision-makers as well as practitioners.

In the present study, a critical interpretive synthesis (CIS) was conducted to analyse competency descriptions for healthcare leaders. The descriptions were retrieved from peer reviewed empirical studies published between 2010 and 2022 that aimed to identify healthcare services leadership competencies. Grounded theory was utilised to code the data and inductively develop new categories of healthcare leadership competencies. The categorisation was then analysed to suggest a holistic framework for healthcare leadership competence.

Forty-one papers were included in the review. Coding and analysing the competence descriptions resulted in 12 healthcare leadership competence categories: (1) character, (2) interpersonal relations, (3) leadership, (4) professionalism, (5) soft HRM, (6) management, (7) organisational knowledge, (8) technology, (9) knowledge of the healthcare environment, (10) change and innovation, (11) knowledge transformation and (12) boundary spanning. Based on this result, a holistic framework for understanding and analysing healthcare services leadership competencies was suggested. This framework suggests that the 12 categories of healthcare leadership competencies include a range of knowledge, skills and abilities that can be understood across the dimension personal – and technical, and organisational internal and – external competencies.

This literature review was conducted with the results of searching only two electronic databases. Because of this, there is a chance that there exist empirical studies that could have added to the development of the competence categories or could have contradicted some of the descriptions used in this analysis that were assessed as quite harmonised. A CIS also opens for a broader search, including the grey literature, books, policy documents and so on, but this study was limited to peer-reviewed empirical studies. This limitation could also have affected the result, as complex phenomenon such as competence might have been disclosed in greater details in, for example, books.

The holistic framework for healthcare leadership competences offers a common understanding of a “fuzzy” concept such as competence and can be used to identify specific competency needs in healthcare organisations, to develop strategic competency plans and educational programmes for healthcare leaders.

This study reveals a lack of consensus regarding the use and understanding of the concept of competence, and that key competencies addressed in the included papers are described vastly different in terms of what knowledge, skills and abilities they entail. This challenges the operationalisation of healthcare services leadership competencies. The proposed framework for healthcare services leadership competencies offers a common understanding of work-related competencies and a possibility to analyse key leadership competencies based on a holistic framework.

The purpose of this study was to examine the lived experiences of working mothers during the first year of the COVID-19 pandemic and assess their perceptions of the types of training opportunities that would help advance their careers as they navigated pandemic-related challenges.

In study 1, 53 participants responded to an online survey that included open-ended questions regarding the impact COVID-19 has had on their careers and desires they have for training to ameliorate these concerns. For study 2, 10 participants completed an interview that included open-ended questions regarding workplace changes and professional development/training opportunities since the pandemic.

Thematic analysis showed mothers facing several setbacks in their careers, including delays, loss of hours and wages, childcare stressors and strained or lost relationships with colleagues and supervisors. A small number of participants also reported some surprisingly positive experiences, such as a push toward career innovation. Participants reported little to no exposure to career development opportunities and expressed a desire for training for leadership and interpersonal connection in the workplace.

Although quantitative data have been helpful in identifying and quantifying growing gender gaps in work during the pandemic, the qualitative analyses the authors used highlight how recent difficulties encountered by working mothers risk a growing gender gap in work and career mobility as women in the leadership pipeline struggle with challenges. Further, the findings suggest ways that women in management can support the working mothers on their staff, including by suggesting ways additional training may address some concerns.

This study aims to investigate the relationship between feminine gender identity and leadership intention. Based on the theory of planned behavior and social role theory, the indirect relationship between feminine gender identity and leadership intention was analyzed through affective motivation to lead and perceived leadership self-efficacy. In addition, drawing on the person–environment fit theory, feminine gender identity was examined as a moderator of the relationship between cooperative organizational culture and leadership intention.

A cross-sectional survey was administered among a sample of 183 full-time employees.

Results demonstrated that controlling for sex, perceived leadership self-efficacy mediated the relationship between feminine gender role identity and leadership intention. In addition, feminine gender role identity acted as a moderator in strengthening the relationship between cooperative organizational culture and leadership intention such that highly feminine individuals in high cooperative organizational cultures showed higher intentions to become leaders than did individuals with less feminine identities.

In research on leadership intentions, it will be important to measure both sex and gender, as gender identity explains variance in important outcomes over and above sex. In addition, beginning to include organizational characteristics (such as perception of culture) in this stream of research is important.

Organizations wishing to promote more feminine individuals to leadership roles should examine their organizational culture to determine if it is cooperative, as this type of culture allows these individuals to be more intent on seeking leadership roles.

This research adds up to the literature by looking at an organizational factor, culture, and analyzing its role in increasing leadership intention in highly feminine individuals. In addition, by studying gender while controlling for sex, this paper suggests that regardless of sex (being a female or a male), feminine individuals will benefit from a cooperative environment. This includes any individuals (females and males) that identify more with communal behaviors.

This study investigates theoretical relationships among personality characteristics, preferences for different types of rewards and the propensity to choose a job in auditing by management-related higher education students. Specifically, the authors consider motivation, locus of control (internal and external) and self-efficacy (SE) as personality characteristics and financial, extrinsic, support and intrinsic as types of rewards.

Data were collected through a questionnaire targeted at management-related higher education students in Portugal. Partial least squares structural equation modelling was used to analyse the data.

The full sample results show that different types of motivation, locus of control and SE are related to different reward preferences. The authors also find a positive association between a preference for extrinsic rewards and the propensity to choose a job in auditing. Moreover, when the authors consider the role of working experience in the model, the authors find that the reward preferences that drive the choice of an auditing job differ according to that experience.

This study enriches the literature by assessing preferences for different types of rewards, considering multiple personality characteristics and a comprehensive set of rewards. Furthermore, the authors identify the reward preferences that drive the choice of an auditing career. This knowledge empowers auditing firms to devise recruitment strategies that resonate with candidates’ preferences, which boosts the capacity of these companies to attract new auditors.

The purpose of this study is to conduct a systematic literature review of the adoption of immersive marketing technology (IMT) in terms of strategic planning of its adoption, resource requirements and its implications and challenges.

This study categorizes and contextualizes qualitative approaches to evaluate the literature, with Scopus databases serving as the primary source of 90 selected articles in the areas of information technology, business and marketing strands. Theme analysis was carried out using thematic techniques and grounded approach principles to facilitate thematic coding and generate theme analysis.

The analysis was supported by the three concepts of business flexibility, agility and adaptability, which were drawn as a strategy for IMT adoption. The findings presented three main themes: proactive flexibility, responsive agility and reactive adaptability that enable business owner–managers to craft a strategy for IMT adoption.

The novel contribution of this study is the inclusion of key implications related to IMT as a starting point of the next level of innovative marketing for all academics, practitioners and business owner–managers.

Abusive supervision provokes subordinates’ interpersonal deviant behavior. It is, therefore, essential to explore the contingent factors of this relationship. Drawing upon gender role theory, this study aims to explore how subordinate and leader genders moderate the relationship between abusive supervision and subordinate interpersonal deviance. Furthermore, this study posits a three-way interaction effect of abusive supervision with leader and subordinate genders on interpersonal deviance.

Multisource survey data were collected from 45 supervisors and 170 subordinates in eight companies in China. The data were analyzed using the PROCESS macro in SPSS.

The results showed that the positive relationship between abusive supervision and interpersonal deviance was stronger among female leaders than male leaders. Furthermore, the authors found a three-way interaction effect between abusive supervision and leader and subordinate genders on subordinates’ interpersonal deviance. Compared with female subordinates, male subordinates engaged in significantly more interpersonal deviance when experiencing abusive supervision from a female leader than from a male leader.

The authors reveal that gender differences exist in the effect of abusive supervision on subordinates’ interpersonal deviant behavior. Furthermore, the authors demonstrate that subordinate and leader genders jointly influence the effect of abusive supervision. Finally, the findings extend the literature on gender’s moderating effects from constructive and neutral leader behaviors to destructive leader behaviors.

Ethical leadership has been recognized as a critical factor in encouraging employees’ moral voices. This study offers a dual-route model to understand this process. The boundary conditions of these two routes are discussed herein.

The data originate from a multiwave, multisource survey study of 212 leader–subordinate dyads in Taiwan drawn from a variety of industry sectors.

The findings validate both the cognitive (moral efficacy) and affective (affective attachment) pathways from ethical leadership to moral voice, influenced by the organizational factor of political climate. While the moral efficacy pathway is more pronounced in a situation of weak political climate, the affective attachment pathway remains effective regardless of the climate’s strength.

Managers need to identify if their organization prioritizes rational professionalism or interpersonal affection. In the former case, they should focus on the learning effects of ethical leadership. Conversely, in the latter, the emphasis should be on the leader-subordinate relationship. Doing so optimizes the effectiveness of ethical leadership in growing moral voices.

Considering both cognitive and affective routes from ethical leadership to moral voice could integrate social learning theory (SLT) and social exchange theory (SET). Identifying factors influencing these two routes resonates with the leader–situation interaction perspective. This research deepens the understanding of ethical leadership's effects on encouraging and protecting employee moral voice.

The purpose of this research study was to explore the relationship between adaptive performance and work-related indicators of psychological well-being among ‘The Episcopal Church bishops.’

Hierarchical regression models were used in this research study to explore the relationship between adaptive performance and work-related psychological health.

There was a positive correlation between adaptive performance and work-related psychological health. Demographic factors did not correlate to adaptive performance. However, a negative correlation was observed between the years ordained as a bishop and the interpersonal adaptability dimension of adaptive performance.

Managing work stress has been revealed as an integral part of adaptive performance and satisfaction in ministry. Interpersonal adaptability and reactivity could be understood, then, as useful vehicles for increasing the capacity of bishops to manage work stress. In this research, the authors applied the Scale for Individual Adaptive Performance and the two scales Scale of Satisfaction in Ministry and Scale of Emotional Exhaustion in Ministry .

The results provided insights into the behaviors necessary for adequate development of bishops in their role. The religious landscape was becoming more challenging from a revenue generation perspective. The resultant complexity and the financial strain would necessitate the need for development of different models of ministry for long-term sustainability. This could further necessitate a different set of knowledge creation related to a set of behavioral capacities like those of adaptive performance. Such insights would assist in the promotion and development of greater work-related psychological health in bishops while deepening their ability to deal with complex and uncertain environments. Furthermore, this would increase satisfaction in ministry through improved workplace management skills.

Presently, very few studies empirically established the developmental needs of bishops as they entered, learned and grew into their leadership roles. Such insights would allow the formation programs for new bishops to be grounded in empirical data. Furthermore, this research study examined a largely unexplored population. This would provide a basis for a larger research agenda related to adaptive performance in judicatory leaders and their work-related psychological health. Consequently, it is posited that improved psychological health would result in better workplace learning.

Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.

A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.

The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.

These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.

This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

This study aims to unravel a potential determinant of employee engagement in family firms. In particular, we focus on the role of the CEO by studying the influence of CEO transformational leadership on employee engagement. Moreover, we look into the potential mediating psychological safety might play in this relationship.

Based on an extensive literature review, we propose that there will be a significant positive relationship between family firm CEOs’ transformational leadership and the level of employee engagement. We argue that psychological safety will serve as an underlying mechanism explaining this positive relationship. We empirically tested our research model using quantitative data collected through a questionnaire, completed by 508 employees from Belgian family firms.

The results confirm the positive relationship between CEOs’ transformational leadership and employee engagement. Moreover, these results show that the degree of psychological safety mediates this relationship.

This study forms a significant contribution to family firm literature. Until now, even though existing studies on employee engagement in general are numerous, we had little to no knowledge of the factors influencing employee engagement taking into account the unique context of family firms. With this study, we take an important step in this matter. In addition, this study also contributes to the general literature on employee engagement, since previous studies on the impact of leadership on employee engagement tended to focus on the role of the immediate supervisors and not the CEO.