Nurses’ creativity in the Vietnamese public hospitals: The role of responsible leadership and trust in leader

The aim of this study was to examine the relationship between organizational, supervisor, and coworker support, as perceived by registered nurses and their boundary-spanning behaviors. Furthermore, this article examines the mediating role of the affective organizational commitment of nurses in these relationships. Registered nurses play a key role in hospitals, as they have an important impact on the quality of the services delivered. For nurses to perform at their best, they need organizational, leader, and coworker support. To date, few studies have explored the link between nurses' perceived support, affective organizational commitment, and boundary-spanning behaviors. This cross-sectional research used a questionnaire survey to explore the hypothesized relationships in a sample of 273 nurses from a hospital in Belgium. Structural equation modeling was used for statistical analysis of the mediation model. One hundred forty-seven (53.5%) nurses responded to the survey. Perceived support from the organization, supervisors, and coworkers positively influences nurses' boundary-spanning behaviors. Affective organizational commitment was found to mediate the positive relationship between perceived organization support, perceived coworker support, and boundary-spanning behaviors. Perceived supervisor support and boundary-spanning behaviors showed a direct relationship not mediated by affective organizational commitment. Perceived support has an important influence on the boundary-spanning behavior of nurses. This study emphasizes the importance on how support exerts an influence on boundary-spanning behavior and underscores the importance of affective organizational commitment. Health care organizations, supervisors, and coworkers are essential in fostering boundary-spanning behaviors of nurses, both directly and through the development of affective organizational commitment. These actors should therefore be aware of the way they behave and the implications their behavior may have.

The purpose of this study is to determine the effect of empowering leadership on the employee creativity by motivation to learn and trust in leader as a mediation variable. The population in this study is all State-Owned Bank Employees in Semarang City. Methods of data collection using observation, interviews, and questionnaires. Sampling technique using multi-stage sampling technique. The sample size is 220 people. Methods of data analysis using descriptive analysis, goodness-fit model analysis, regression analysis, and path analysis. Data analysis using Structural Equation Model (SEM) with WarpPLS version 6.0. The results show that empowering leadership positively influences motivation to learn, trust in leader, and employee creativity. In addition, the results of the study also showed that motivation to learn and trust in leader have a positive effect on employee creativity. Furthermore, the motivation to learn and trust in the leader is able to mediate between empowering leadership on employee creativity. The conclusion of this research is to produce a creative employee, it takes the role of a leader who can empower his subordinates. The ability of leaders to empower their subordinates will have a good impact on their employees, especially increasing the motivation to learn and trust in leaders. So that employees are optimal in expressing their creativity in the workplace. Suggestions for state-owned banking management that is more able to pay attention to the needs of employees and give confidence in subordinates to participate in solving problems.

BackgroundIn today’s uncertain organizational environment, employee creativity has become the key driver of enterprise sustainability. Although previous studies have found the influence of responsible leadership on employee creativity, there remains a lack of study on how responsible leadership promotes employee creativity via intrinsic motivation mechanisms and what situational factors may moderate this process. This paper aims to construct a moderate-mediation model to examine the impact of responsible leadership and employee creativity through social cognitive theory and situational strength theory.Design/methodology/approachThe authors conducted a multi-source, time-lagged data collection between June and July 2023. At Time 1, subordinates assessed responsible leadership and psychological empowerment. At Time 2, conducted 4 weeks later, the same subordinates evaluated the leader’s encouragement of creativity and their employee creativity. In total, 1,126 participants completed both waves of data collection.FindingsThe results suggest that responsible leadership has a positive effect on both psychological empowerment and employee creativity. Moreover, psychological empowerment partially mediates the relationship between responsible leadership and employee creativity. The extent to which a leader promotes creativity can influence how responsible leadership and psychological empowerment contribute to employee creativity.ConclusionsThis study reveals the internal psychological mechanisms and situational boundaries through which responsible leadership influences employee creativity, thereby enriching the theoretical foundation of leadership and creativity research. The findings indicate that organizations should prioritize the development of responsible leadership, strengthening psychological empowerment mechanisms, and promoting a supportive, creative environment. This includes encouraging creativity, promoting fault-tolerant experimentation, and implementing recognition systems to fully unlock employees’ creative potential.

The purpose of this study was to examine the impact of empowering leadership for the employee creativity through mediating role of motivation to learn, trust in leader, creative self-efficacy, and the moderating role of openness to experience variable. Questionnaire was used as the data collection method. For the sampling technique, it used a multi-stage sampling technique. The number of samples is 220 employees of state-owned banks in the city of Semarang, Indonesia. The data analysis used the Structural Equation Model (SEM) method with WarpPLS 6.0. Result of this research the leader empowerment has a positive effect on motivation to learn, trust in leader, creative self-efficacy and employee creativity. In addition, the results of the study also show that motivation to learn, trust in leader, and creative self-efficacy have a positive impact on employee creativity. The role of motivation to learn, trust in leader and creative self-efficacy is supported to mediate between empowerment on employee creativity. Also, openness to experience variable is supported as a moderation role.

This research explores relationships among managerial practices, trust in leadership, teamwork, and organizational performance. It seeks to contribute to the existing knowledge of trust research by exploring several antecedents and outcomes. Based on the social exchange theory, the research examines whether managerial practices are associated with trust in leadership. Trust in leadership, then, is expected to improve teamwork and organizational performance by several leadership theories. Using data from an employee survey conducted for the Georgia Department of Transportation (GDOT) in 2010, we test the ideas by structural equation model analysis. Three kinds of trust in leadership—trust in department leadership, trust in leadership team, and trust in supervisor—are investigated. The analysis confirms that several managerial practices are substantially associated with the three kinds of trust, which in turn affects teamwork and organizational performance. Trust in department leadership is directly related to performance, whereas trust in leadership team and trust in supervisor are more likely to affect performance through teamwork.

Purpose: This study attempts to gain insight into what factor influence on employee creativity and perceived organizational performance. Therefore, a theoretical framework is developed grounded in empowerment theory workplace ostracism and defensive silence. In addition to that the moderating role of employee proactivity is hypothesized between employee creativity and perceived organizational performance. 
 Design/Methodology/Approach: The research design of this study is based on positivist paradigm and followed quantitative research approach. A survey was administered towards public sector organizations in Saudi Arabia. Sample size of this study is computed with prior-power analysis using G-power software. For data analysis 384 responses were analyzed with structural equation modeling (SEM). 
 Findings: Results indicate that employee creativity is predicted by empowering leadership, psychological empowerment, structural empowerment, trust in leadership, defensive silence and workplace ostracism and explained 52.4% variance in employee creativity. Therefore, employee creativity and employee proactivity shows 55.1% variance in perceived organizational performance. Effect size analysis showed that structural empowerment had medium level of effect size when predicting employee creativity. 
 Practical Implications: This study contributes to empowerment theory and enriches the innovative and leadership literature. Practically, this research suggested that managers and policy makers should focus on empowering leadership, structural empowerment, psychological empowerment, employee proactivity and trust in leadership in order to boost employee creativity and perceived organizational performance.
 Originality/value: This research is significant as it extends the empowerment theory with defensive silence and workplace ostracism and extends the body of knowledge on this subject. To the best of researcher knowledge this study is the first that test the empowerment theory with the moderating role of employee proactivity to determine employee creativity and perceived organizational performance.

This study developed and tested a model, which involves the effects of work–family conflicts on job satisfaction and job performance of construction professionals, with a focus on the mediating role of affective organizational commitment. A structured questionnaire survey was conducted among construction professionals in China, resulting in 317 valid responses. The results, generated from structural equation modelling, revealed two interrelated dimensions of work-family conflicts, work’s interfering with family life and family life’s interfering with work. We found these two types of work-family conflicts directly, negatively affected affective organizational commitments and job satisfaction but not job performance. Additionally, affective organizational commitment positively affected job satisfaction and job performance, and mediated the effects of work–family conflicts on job satisfaction. This study advances our understanding of how or why work–family conflicts produce dysfunctional effects on employees’ job outcomes in the context of construction projects.

We investigated the mediating role of affective organisational commitment (AC) and the moderating role of perceived insider status (PIS) on the relationship between workplace incivility (WINC) and organisational identification (OID). A total of 417 employees from 66 private Chinese universities participated in the study (females = 267; academic staff = 64.1%). They completed items adapted from existing measures of AC, PIS, WINC, and OID. We applied Baron and Kenny’s hierarchical regression analysis method to test for the mediating effect of AC on the relationship between WINC and OID. In addition we utilised Hayes’ bootstrapping method to test for the moderation effect of PIS on the relationship between WINC and OID. Results from these analysis indicated AC mediated the relationship between WINC and OID so that the direct effect of WINC on OID became insignificant while PIS weakened the indirect relationship between WINC and OID through AC. Findings are consistent with the view that WINC has a negative impact on employee quality of organisational citizenship.

Integrating leadership and creativity theories, this study proposed and examined a model linking transformational leadership, perceived organizational support, affective organizational commitment, creativity, and performance. Structural equation modeling was thus performed using 362 employee–supervisor dyads from the international tourist hotels in Taiwan. The results indicated that both transformational leadership and perceived organizational support were significantly and positively related to employee affective organizational commitment, creativity, and performance, while affective organizational commitment had significantly positive influences on creativity and performance. Support was also found for the significant and positive mediating relationships between affective organizational commitment and the influences of both transformational leadership and perceived organizational support on creativity and performance. The theoretical and practical implications of these findings for hospitality are also discussed.

PurposeThe purpose of this paper is to investigate how servant leadership, trust in leader and thriving drive employee creativity.Design/methodology/approachUsing a dyadic sample of 48 teams (each team comprising a supervisor and the subordinates under him), the authors investigated the role of servant leadership in predicting employee creativity, the mediating role of trust in leader and interactive role of thriving therein.FindingsFindings of the study revealed that servant leaders instilled trust within followers, which acted as a mediator in predicting creativity. Further, thriving was found to act as a moderator that influenced the relationship between trust in leader and employee creativity. Findings also indicated that thriving employees exhibited a greater degree of creative behavior when they trusted their leader.Research limitations/implicationsBased on these findings, the study draws the attention of managers toward the role of servant leadership, trust in leaders and thriving in promoting employee creativity.Originality/valueThis is one of the first studies to integrate servant leadership, trust in leader, thriving and creative behavior into a single theoretical model. The study further provides evidence to validate the proposed model in context of predicting employee creativity.

COVID-19 pandemic has brought unprecedented psychological challenges for frontline healthcare workers, especially nurses, causing anxiety and depression leading to burnout. The responsibility of healthcare leaders has increased manyfold to deal with such challenges. This study attempts to employ the conservation of resources theory to examine the relationship between servant leadership and nurses’ burnout, with the mediating role of psychological safety and the moderating effect of trust in leader. A three-wave longitudinal design was employed for data collection from 1204 nurses from 27 hospitals in China. The partial least squares structural equation modeling technique was used for data analyses with SmartPLS version 3.2.8. The findings endorse that servant leadership at time 1 significantly reduces nurses’ burnout measured at time 3 through the mediating role of psychological safety measured at time 2, and that a higher level of trust in the leader enhances the impact of servant leadership in reducing nurses’ burnout.

This paper examines the relationship between social and environmental sustainability and workers’ well-being as well as the mediation role of affective organizational commitment for those relationships through social exchange and stakeholder theories. A questionnaire was used to collect data from 112 workers employed in palm oil plantations in Malaysia. Structural equation modeling was then applied to examine the hypotheses. Findings show that social and environmental sustainability positively relates to workers’ well-being. We also found that affective commitment positively mediates social and environmental sustainability relationships with workers’ well-being. Our research findings have practical implications for various stakeholders, such as investors, policymakers, and managers in the palm oil industry. Our results highlight the importance of addressing the well-being of workers and the sustainability factors in palm oil plantations. This study suggests a widened perspective on sustainability factors and well-being which allows professionals to evaluate and enhance sustainability across their operations in a more comprehensive manner.

This study aimed to investigate the relationship between perceived supervisor support and work-life balance, and to determine the mediating role of Affective organizational commitment in this relationship. The study group for the model consists of employees from sports clubs and centers in Ankara (n = 384). The survey technique, one of the quantitative data collection methods, was used in the study. The survey consists of four sections: Personal Information Form, Perceived Supervisor Support Scale, Work Life Balance Scale, and Affective Organizational Commitment Scale. In the study, the relational screening model, also known as the causal research model, was employed, and the analyses were conducted using a dataset consisting of questionnaire forms, the validity of which was verified using SPSS and the Process Macro 4.2 plugin. As a result of the study, it was found that perceived supervisor support has a negative and significant effect on work-life balance and a positive and significant impact on affective organizational commitment. Additionally, affective organizational commitment negatively and strongly affects work-life balance. According to the analysis results, organizational commitment mediates the relationship between perceived supervisor support and work-life balance. Since there are few studies on the relationship between perceived supervisor support and work-life balance, this research aims to contribute to the literature. The study is expected to capture the attention of managers who prioritize their employees' organizational commitment and well-being.

PurposeThis study investigates the impact of despotic leadership on employees’ affective organizational commitment (AOC) by incorporating trust in the leader and voice climate as parallel mediators.Design/methodology/approachData were collected from 304 employees working in Pakistan. The direct and indirect relationships were tested using Hayes’ PROCESS macro (Model 4) for SPSS.FindingsThe findings showed a negative relationship between despotic leadership and AOC. The findings also showed that despotic leadership negatively affected employees’ trust in the leader and voice climate. Finally, both trust in the leader and voice climate were found to parallelly mediate the relationship between despotic leadership and AOC.Originality/valueThis study extends the dark leadership literature by providing empirical evidence on the parallel mediation roles of trust in the leader and voice climate in the relationship between despotic leadership and AOC.

PurposeDrawing on the role theory, this study examines how responsible leadership invokes whistleblowing intentions in employees by intervening through “trust in leader” and “person-organization fit.”Design/methodology/approachUsing the Hayes (2013) approach, the authors tested the model by collecting a multi-wave data from banking sector employees.FindingsResults of the study show that responsible leadership kindles whistleblowing intentions in banks' employees. Further, the results reveal that both “trust in leader” and “person-organization fit” individually mediate the relationship between responsible leadership and whistleblowing intentions. Moreover, we found that the relationship between responsible leadership and whistleblowing intentions is serially mediated through “trust in leader” and “person-organization fit.”Originality/valueThe current study contributes to whistleblowing intentions and responsible leadership literature by suggesting “trust in leader” and “person-organization fit” as process through which responsible leaders kindle employee's outcomes.