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Open Access
Article
Publication date: 20 January 2021

Elsayed Sobhy Ahmed Mohamed

The purpose of this study is to examine the direct impact of social intelligence and collective self- efficacy on two components of service providers’ performance: extra-role…

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Abstract

Purpose

The purpose of this study is to examine the direct impact of social intelligence and collective self- efficacy on two components of service providers’ performance: extra-role performance and intra-role one. The study also investigates the indirect effect of social intelligence on service providers’ performance and its components via the mediating role of collective self-efficacy.

Design/methodology/approach

This study was undertaken to develop a conceptual framework that integrates social intelligence, collective self-efficacy and service provider’s performance constructs in one framework. Data was collected from 220 physicians in the Egyptian governmental hospitals. Confirmatory factor analysis explored the latent structure of the research constructs. The current study used structural equation modelling to test the research model hypotheses.

Findings

The study finds that social intelligence was positively associated with service providers’ performance. The results also support the significant effect of social intelligence on the two main dimensions of service provider’s performance: extra-role (contextual) performance and intra-role (task) performance. Moreover, the results indicate that social intelligence competences provide a basis for collective self-efficacy and service providers’ performance for physicians in the Egyptian governmental hospitals.

Research limitations/implications

This study collected data based on a cross-sectional design, so further studies could test the theoretical model by using longitudinal studies’ data, which give the study results more accuracy of results and support generalizing the results. This study considers the synergistic effects between social intelligence and collective self-efficacy on service providers’ performance and sheds new light on bringing new drivers for developing extra- and intra-role dimensions of service provider performance in service literature.

Originality/value

This study is one of the first studies that integrate social intelligence and collective self-efficacy with service providers’ performance and its dimensions in one framework. This study contributes to knowledge by integrating the social exchange theory with the cognitive theory in one study.

Details

International Journal of Disruptive Innovation in Government, vol. 1 no. 1
Type: Research Article
ISSN: 2516-4392

Keywords

Open Access
Article
Publication date: 21 February 2024

Tina Bedenik, Claudine Kearney and Éidín Ní Shé

In this viewpoint article, the authors recognize the increased focus in health systems on co-design for innovation and change. This article explores the role of leaders and…

Abstract

Purpose

In this viewpoint article, the authors recognize the increased focus in health systems on co-design for innovation and change. This article explores the role of leaders and mangers in developing and enhancing a culture of trust in their organizations to enable co-design, with the potential to drive innovation and change in healthcare.

Design/methodology/approach

Using social science analyses, the authors argue that current co-design literature has limited focus on interactions between senior leaders and managers, and healthcare staff and service users in supporting co-designed innovation and change. The authors draw on social and health science studies of trust to highlight how the value-based co-design process needs to be supported and enhanced. We outline what co-design innovation and change involve in a health system, conceptualize trust and reflect on its importance within the health system, and finally note the role of senior leaders and managers in supporting trust and responsiveness for co-designed innovation and change.

Findings

Healthcare needs leaders and managers to embrace co-design that drives innovation now and in the future through people – leading to better healthcare for society at large. As authors we argue that it is now the time to shift our focus on the role of senior managers and leaders to embed co-design into health and social care structures, through creating and nurturing a culture of trust.

Originality/value

Building public trust in the health system and interpersonal trust within the health system is an ongoing process that relies upon personal behavior of managers and senior leaders, organizational practices within the system, as well as political processes that underpin these practices. By implementing managerial, leadership and individual practices on all levels, senior managers and leaders provide a mechanism to increase both trust and responsiveness for co-design that supports innovation and change in the health system.

Details

Journal of Health Organization and Management, vol. 38 no. 9
Type: Research Article
ISSN: 1477-7266

Keywords

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