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Book part
Publication date: 7 February 2014

Deirdre McCaughey, Jonathon R. B. Halbesleben, Grant T. Savage, Tony Simons and Gwen E. McGhan

Hospitals within the United States consistently have injury rates that are over twice the national employee injury rate. Hospital safety studies typically investigate care…

Abstract

Purpose

Hospitals within the United States consistently have injury rates that are over twice the national employee injury rate. Hospital safety studies typically investigate care providers rather than support service employees. Compounding the lack of evidence for this understudied population is the scant evidence that is available to examine the relationship of support service employees’ perceptions of safety and work-related injuries. To examine this phenomenon, the purpose of this study was to investigate support service employees’ perceptions of safety leadership and social support as well as the relationship of safety perception to levels of reported injuries.

Design/methodology/approach

A nonexperimental survey was conducted with the data collected from hospital support service employees (n=1,272) and examined: (1) relationships between safety leadership (supervisor and organization) and individual and unit safety perceptions; (2) the moderating effect of social support (supervisor and coworker) on individual and unit safety perceptions; and (3) the relationship of safety perception to reported injury rates. The survey items in this study were based on the items from the AHRQ Patient Safety Culture Survey and the U.S. National Health Care Surveys.

Findings

Safety leadership (supervisor and organization) was found to be positively related to individual safety perceptions and unit safety grade as was supervisor and coworker support. Coworker support was found to positively moderate the following relationships: supervisor safety leadership and safety perceptions, supervisor safety leadership and unit safety grade, and senior management safety leadership and safety perceptions. Positive employee safety perceptions were found to have a significant relationship with lower reported injury rates.

Value/originality

These findings suggest that safety leadership from supervisors and senior management as well as coworker support has positive implications for support service employees’ perceptions of safety, which, in turn, are negatively related to lower odds of reporting injuries.

Details

Leading in Health Care Organizations: Improving Safety, Satisfaction and Financial Performance
Type: Book
ISBN: 978-1-78190-633-0

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Article
Publication date: 11 July 2008

Patricia A. Rowe and Michael J. Christie

The purpose of this study is to expand on previous research conducted by Hornsby et al. that examined the corporate entrepreneurship internal factor of managerial attitude.

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1053

Abstract

Purpose

The purpose of this study is to expand on previous research conducted by Hornsby et al. that examined the corporate entrepreneurship internal factor of managerial attitude.

Design/methodology/approach

This paper develops and tests a group level factor of knowledge, the explication of tacit knowledge and a factor of managerial attitude, namely leadership support that is inherently multi‐level in nature.

Findings

Leadership support is significant at both the dyad level and at the group level of analysis. Ordinary least squares regression supported the main hypothesis, that leadership support has a direct positive impact on explication of tacit knowledge.

Research limitations/implications

Successfully testing the group level significance of leadership support has implications for future research because it is considered an individual level variable. Developing and testing the explication of tacit knowledge construct contributes to research on knowing in organisations because it provides a metric that is an indicator of the explication of tacit knowledge.

Practical implications

These research findings have management implications for the way local government creates innovative top management teams to facilitate local economic and community development.

Originality/value

This paper represents an early contribution to the literature.

Details

International Journal of Public Sector Management, vol. 21 no. 5
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 19 November 2018

Michel Zaitouni and Mohamed Laid Ouakouak

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support

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1239

Abstract

Purpose

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity.

Design/methodology/approach

A quantitative study was conducted among 299 employees working at eight organizations in a non-western country.

Findings

The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance.

Research limitations/implications

These findings offer theoretical and practical implications, as well as directions for further research

Originality/value

This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 9
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 1 April 2021

Mudassar Ali, Zhang Li, Maqsood Haider, Salim Khan and Qaiser Mohi Ud Din

The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating…

Abstract

Purpose

The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of psychological empowerment and the interacting effect of top management support on the direct relationship (humble leadership and project success), as well as indirect relationships through psychological empowerment.

Design/methodology/approach

Time lag data were gained from 337 persons working in the project-based organization across the information technology industry. Confirmatory factor analysis and structural equation modelling were used in this study.

Findings

By using the structural equation modelling method, the confirmatory factor analysis verified the uniqueness of the variable used in this research. The outcomes exhibited that humble leadership raised project success both directly and indirectly through mediation (psychological empowerment). Furthermore, Top management support was expected to have a moderating effect on the direct but not on the indirect relationship (via psychological empowerment).

Originality/value

This study demonstrates how top management support is essential for the project manager and project team members for the successful execution of the project. Particularly, minimal empirical research examines the interacting effect of top management support on humble leadership and employee psychological empowerment.

Details

Management Research Review, vol. 44 no. 9
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 23 September 2020

Shahnawaz Muhammed and Halil Zaim

This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer…

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1787

Abstract

Purpose

This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing.

Design/methodology/approach

Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey.

Findings

The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups.

Research limitations/implications

This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance.

Originality/value

Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

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Article
Publication date: 28 September 2011

Millissa F.Y. Cheung and Chi‐Sum Wong

This study aims to examine the moderating role played by leaders' task and relations support in the relationship between transformational leadership and followers' level…

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29910

Abstract

Purpose

This study aims to examine the moderating role played by leaders' task and relations support in the relationship between transformational leadership and followers' level of creativity.

Design/methodology/approach

A sample of 182 supervisor‐subordinate dyads was randomly collected and returned from a restaurant, hotel, retail store, bank, and travel agent of Hong Kong.

Findings

Results indicated that the positive relationship between transformational leadership and followers' creativity is stronger when there is a high degree of leaders' task and relations support.

Research lismitations/implications

This study extends the leadership literature to better understand the effects of transformational leadership on employees' level of creativity are contingent on the nature of leaders' support. Sample size is a possible limitation.

Practical implications

Intensive training can be provided to supervisors or personality test can be used to screen for selected individuals who are high caliber for being a potential transformational leader.

Originality/value

An empirical examination of how leaders' task and relations support can strengthen the positive link between transformational leadership and employees' level of creativity that previously have been overlooked.

Details

Leadership & Organization Development Journal, vol. 32 no. 7
Type: Research Article
ISSN: 0143-7739

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Book part
Publication date: 29 October 2012

Tierney Temple Fairchild

As states and districts increasingly focus on school leadership training programs, one less discussed yet vital component is the support mechanisms that can accelerate…

Abstract

As states and districts increasingly focus on school leadership training programs, one less discussed yet vital component is the support mechanisms that can accelerate school leadership performance. This chapter highlights the unique school coaching model developed by NYC Leadership Academy (Leadership Academy), a national organization focused on improving student outcomes through effective leadership practice. Using a standards-based, facilitative approach to coaching early-career leaders in high-need schools, the Leadership Academy has developed a rigorous process for training and developing a cadre of coaches to provide intensive coaching support to school leaders that focuses on strengthening their leadership performance. The chapter discusses the methods and results of the Leadership Academy’s coaching model for the 139 principals leading high-need schools as part of the U.S. Department of Education’s School Leadership Program (SLP) and offers insights into school leadership coaching as a distinct professional practice in education.

Details

Successful School Leadership Preparation and Development
Type: Book
ISBN: 978-1-78052-322-4

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Article
Publication date: 19 August 2009

Helen Lockett

There is an established international evidence base on supported employment for people with severe and enduring mental health problems, and now a growing evidence base on…

Abstract

There is an established international evidence base on supported employment for people with severe and enduring mental health problems, and now a growing evidence base on how to successfully implement this into practice. The process involves substantial organisational development and change, and therefore effective leadership is critical. This article outlines some of the challenges to implementing supported employment services and explores what recent leadership theory could contribute to this process, as the Sainsbury Centre embarks on its Centres of Excellence Programme in England and seeks to build a wider learning community from our partnerships formed through the International Initiative for Mental Health Leadership (IIMHL).

Details

International Journal of Leadership in Public Services, vol. 5 no. 2
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 22 February 2021

Gechinti Bede Onyeneke and Tomokazu Abe

The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.

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1365

Abstract

Purpose

The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.

Design/methodology/approach

Using a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).

Findings

Change leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event.

Practical implications

In appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change.

Originality/value

Prior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 May 2009

David Bergman, Stina Fransson‐Sellgren, Rolf Wahlström and Christer Sandahl

The purpose of this article is to study the impact of two leadership programmes for healthcare managers regarding their attitudes to, and views on, their leadership.

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2586

Abstract

Purpose

The purpose of this article is to study the impact of two leadership programmes for healthcare managers regarding their attitudes to, and views on, their leadership.

Design/methodology/approach

A total of 53 managers participated in two different leadership programmes i.e. one‐week (OW‐DGL) intensive leadership course and long‐term support groups. Of those, 39 (74 per cent) responded to the Wheel Questionnaire, both soon before and six months after the end of their respective leadership programmes. Overall, eight focus group interviews were conducted, and the data were analysed through content analysis.

Findings

Both leadership programmes seem to have strengthened the managers in their leadership roles. The OW‐DGL course supported the managers in learning about group dynamics and relationship‐orientated leadership. The programmes' methods differed, but the conclusion is that they complemented each other. The long‐term support groups helped the managers to structure and cope with everyday leadership situations in their occupational environment.

Practical implications

The OW‐DGL course was found to be good for inexperienced managers and the long‐term support groups for more experienced managers.

Originality/value

There is a lack of intervention studies regarding the efficacy of leadership programmes directed toward managers in health care. Two different approaches to leadership training are compared in this paper, using both quantitative and qualitative methods.

Details

Leadership in Health Services, vol. 22 no. 2
Type: Research Article
ISSN: 1751-1879

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