Abstract
Managing employment relationships in complex organization undergoing constant change such as a hospital is demanding for all stakeholders. Retaining staff requires enhancing coordination of mutual needs and benefits, in particular when this involves as much task flow as work relations and boundary changes. Drawing upon both signaling and social exchange theories we developed a model exploring how perceived ethical leadership (PEL) can benefit employees and organizations. We test our model in a cross-sectional exploratory study using a questionnaire to collect dyads among a sample of chief nurses and nurses working in different services in a European teaching hospital which, over two decades, has undergone major changes in both its internal and external environments. Our results show that organisations gain from signaling concern to enhance employee’s affective commitment, overall job satisfaction and resourcefulness and that this has a positive impact on both performance and wellbeing. Keywords: Public teaching hospital; changing boundaries; perceived ethical leadership; team work process
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