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21 – 30 of 161
Article
Publication date: 1 February 2004

Evert Van de Vliert, Ken‐ichi Ohbuchi, Bas Van Rossum, Yoichiro Hayashi and Gerben S. Van der Vegt

Do accommodative or integrative components make contentious conflict behavior more effective? A questionnaire study shows that Japanese subordinates (N = 136) handle interpersonal…

Abstract

Do accommodative or integrative components make contentious conflict behavior more effective? A questionnaire study shows that Japanese subordinates (N = 136) handle interpersonal conflicts with superiors more effectively to the extent that they complement high contending with high accommodating. By contrast, prior research shows that high contending by Dutch subordinates and superiors is more effective if complemented with high integrating. Together, these findings support the notion that the most effective conglomeration of contending with other components of conflict behavior is society‐specific.

Details

International Journal of Conflict Management, vol. 15 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Book part
Publication date: 31 July 2013

Marc Verschueren, Johan Kips and Martin Euwema

The purpose of the study was to explore in literature what different leadership styles and behaviors of head nurses have a positive influence on the outcomes of patient safety or…

Abstract

Purpose

The purpose of the study was to explore in literature what different leadership styles and behaviors of head nurses have a positive influence on the outcomes of patient safety or quality of care.

Design/methodology/approach

We reviewed the literature from January 2000 until September 2011. We searched Pubmed, Embase, Cinahl, Psychlit, and Econlit.

Findings

We found 10 studies addressing the relationship between head nurse leadership and safety and quality. A wide array of styles and practices were associated with different patient outcomes. Transformational leadership was the most used concept in the studies. A trend can be observed over these studies suggesting that a trustful relationship between the head nurse and subordinates is an important driving force for the achievement of positive patient outcomes. Furthermore, the effects of these trustful relationships seem to be amplified by supporting mechanisms, often objective conditions like clinical pathways and, especially, staffing level.

Value/originality

This study offers an up-to-date review of the limited number of studies on the relationship between nurse leadership and patient outcomes. Although mostly transformational leadership was found to be responsible for positive associations with outcomes, also contingent reward had positive influence on outcomes. We formulated some comments on the predominance of the transformational leadership concept and suggested the application of complexity theory and political leadership for the current context of care. We formulated some implications for practice and further research, mainly the need for more systematic empirical and cross cultural studies and the urgent need for the development of a validated set of nurse-sensitive patient outcome indicators.

Details

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

Keywords

Book part
Publication date: 14 August 2017

Zinta S. Byrne, Steven G. Manning, James W. Weston and Wayne A. Hochwarter

Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in…

Abstract

Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in the literature for a more balanced treatment, we expand on how positive and negative organizational politics perceptions are perceived as stressors and affect employee outcomes through their influence on the social environment. We propose that employees appraise positive and negative organization politics perceptions as either challenge or hindrance stressors, to which they respond with engagement and disengagement as problem-focused and emotion-focused coping strategies. Specifically, employees who appraise the negative politics perceptions as a hindrance, use both problem- and emotion-focused coping, which entails one of three strategies: (1) decreasing their engagement, (2) narrowing the focus of their engagement, or (3) disengaging. Although these strategies result in negative outcomes for the organization, employees’ coping leads to their positive well-being. In contrast, employees appraising positive politics perceptions as a challenge stressor use problem-focused coping, which involves increasing their engagement to reap the perceived benefits of a positive political environment. Yet, positive politics perceptions may also be appraised as a hindrance stressor in certain situations, and, therefore lead employees to apply emotion-focused coping wherein they use a disengagement strategy. By disengaging, they deal with the negative effects of politics perceptions, resulting in positive well-being. Thus, our framework suggests an unexpected twist to the stress process of politics perceptions as a strain-provoking component of employee work environments.

Details

Power, Politics, and Political Skill in Job Stress
Type: Book
ISBN: 978-1-78743-066-2

Keywords

Book part
Publication date: 20 July 2017

Elizabeth P. Karam, William L. Gardner, Daniel P. Gullifor, Lori L. Tribble and Mingwei Li

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past…

Abstract

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Book part
Publication date: 14 August 2017

Paul E. Spector

This chapter discusses how the control and strategic management of resources plays a role in the occupational stress process. Building upon prior resource theories of stress, the…

Abstract

This chapter discusses how the control and strategic management of resources plays a role in the occupational stress process. Building upon prior resource theories of stress, the idea is developed that control of external and internal resources, and not resource acquisition or maintenance, is a vital element that contributes to a strain response to workplace demands. This can occur at the level of objective resources (resources needed to cope with demands), and it can occur at the level of perceived resources (the individual’s perception of resource control). The chapter also discusses the importance of resource management strategies that individuals engage in, as well as both internal and external resource management resources. Several common stressors are discussed in resource control terms, and the role of power and politics in strategic resource management is discussed.

Details

Power, Politics, and Political Skill in Job Stress
Type: Book
ISBN: 978-1-78743-066-2

Keywords

Content available
Book part
Publication date: 19 December 2016

Radha R. Sharma and Sir Cary Cooper

Abstract

Details

Executive Burnout
Type: Book
ISBN: 978-1-78635-285-9

Book part
Publication date: 6 September 2021

Jenna A. Van Fossen, Chu-Hsiang Chang and Russell E. Johnson

The process of occupational stress is dynamic, and thus must be conceptualized through an intraindividual perspective. Theories of self-regulation model feedback loops in goal…

Abstract

The process of occupational stress is dynamic, and thus must be conceptualized through an intraindividual perspective. Theories of self-regulation model feedback loops in goal pursuit and have meaningful implications for occupational well-being, from the task-level to years across the career span. In particular, discrepancy (the distance between one’s actual and desired states) and velocity (the speed at which one is moving towards a desired state) influence reactions in goal-striving. We extend theory bridging the self-regulation, occupational health, and career literatures by outlining the effects of discrepancy and velocity feedback for well-being, which we ground in cybernetic theories of stress, coping, and well-being. Further, we consider change at the macro scale by delimiting the impact of velocity, experienced in the pursuit of goals across Super’s (1980) career stages, on worker health. We conclude with a discussion of the theoretical and practical implications of velocity and health over the career stages.

Details

Examining and Exploring the Shifting Nature of Occupational Stress and Well-Being
Type: Book
ISBN: 978-1-80117-422-0

Keywords

Article
Publication date: 2 November 2012

Oluremi B. Ayoko and Alison M. Konrad

Previous research has shown that diversity is related to both task and relationship conflict in groups. The purpose of this paper is to posit that leadership is an important…

7451

Abstract

Purpose

Previous research has shown that diversity is related to both task and relationship conflict in groups. The purpose of this paper is to posit that leadership is an important factor for maintaining high group performance and morale under conditions of conflict. Specifically, the paper argues that leader conflict management, emotion management, and transformational behaviors determine the impact of conflict on group outcomes.

Design/methodology/approach

Data were collected from 585 people in 89 workgroups from eight public service organizations in Australia. The authors used hierarchical regression to test the hypotheses regarding group performance and morale. To test mediation and moderation, the authors followed the procedure outlined by Baron and Kenny. Finally, they used the formulas provided by Preacher, Rucker and Hayes to test for moderated mediation.

Findings

Results showed that diversity increased task conflict but was unrelated to relationship conflict. Both task and relationship conflict were negatively associated with group performance and morale, and effective leadership reduced these negative effects to zero. There was also a partial support for the authors’ theoretical model predicting that leadership moderates the indirect effect of diversity on group outcomes occurring through the mediator of conflict.

Research limitations/implications

A greater amount of variation in the diversity of work groups included in the sample would have been useful for overcoming problems of restriction of range, which likely reduced ability to observe an association between diversity and group outcomes. Based on the results, in order to prevent negative emotions from task and relationship conflict from damaging group performance, leaders of diverse groups can act to manage those emotions among their group members. Results from this study implicate conflict management training. While training for conflict management is beyond the scope of this research, further research should examine this issue.

Originality/value

The study extends research in the area of diversity, leadership and group work. In particular, it demonstrates that transformational leadership is an important factor for maintaining high group performance and morale under conditions of conflict. It also offers practical assistance to individuals entrusted with the responsibility of managing culturally diverse workgroups.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 31 no. 8
Type: Research Article
ISSN: 2040-7149

Keywords

Content available
Book part
Publication date: 14 May 2013

Abstract

Details

Advances in Positive Organizational Psychology
Type: Book
ISBN: 978-1-78052-000-1

Book part
Publication date: 18 January 2023

Shane W. Reid, Aaron F. McKenny and Jeremy C. Short

A growing body of research outlines how to best facilitate and ensure methodological rigor when using dictionary-based computerized text analyses (DBCTA) in organizational…

Abstract

A growing body of research outlines how to best facilitate and ensure methodological rigor when using dictionary-based computerized text analyses (DBCTA) in organizational research. However, these best practices are currently scattered across several methodological and empirical manuscripts, making it difficult for scholars new to the technique to implement DBCTA in their own research. To better equip researchers looking to leverage this technique, this methodological report consolidates current best practices for applying DBCTA into a single, practical guide. In doing so, we provide direction regarding how to make key design decisions and identify valuable resources to help researchers from the beginning of the research process through final publication. Consequently, we advance DBCTA methods research by providing a one-stop reference for novices and experts alike concerning current best practices and available resources.

21 – 30 of 161