The effect of perceived organizational support, empowering leadership and learning organization on Greek psychiatric nurses’ employee resilience: a cross-sectional study

BackgroundThe healthcare system of Saudi Arabia has evolved radically into an institution that is adaptive to global change and is abreast with new advances in medical field to meet Saudi Vision 2030. The concept and practice of the dimensions of learning organization could provide a framework to significantly improve organizational performance. This study explores the practice of the seven dimensions of LO and determines their utilization toward enhanced performance at hospitals in Hail, Kingdom of Saudi Arabia (KSA). The findings of this study will help improve organizational (hospital) performance.MethodThis cross-sectional study included 117 nurse respondents from various government and private hospitals in the Hail region. Staff nurses were surveyed using the Dimensions of Learning Organization Questionnaire (DLOQ), and supervisors and managers were interviewed.ResultsCreation of continuous learning opportunities, team learning and collaboration, and strategic leadership in learning were perceived to be very satisfactorily utilized. Promotion of dialogue and inquiry, systems to capture and share learning, and empowerment and connection of the organization to the community were perceived to be satisfactorily utilized. Furthermore, the dimensions were found to be directly correlated, evidently signifying a strong relationship.ConclusionOverall, hospitals in the Hail region were found to be learning organizations. The dimensions of learning organization were utilized very satisfactorily, and the culture of learning was strongly embedded in the hospitals' systems and practices.

Purpose – The purpose of this study is to explore the influence of perceived organizational support on dimensions of a learning organization among employees of small- and medium-sized enterprises (SMEs) of Nowshahr in Iran. Design/methodology/approach – This paper used an empirical research design by the questionnaire survey method to test the research hypotheses. Statistical population of this research included employees of SMEs of Nowshahr in Iran. A random sample of 950 employees was asked to respond to questionnaires from which 336 were valid. Structural equation modeling was used to explore the influence of perceived organizational support on dimensions of a learning organization. Findings – The findings showed that perceived organizational support had a strong effect on the learning organization. In addition, perceived organizational support had effect on continuous learning, dialogue and inquiry, team learning, embedded system, empowerment, system connection and strategic leadership. In general, all hypotheses are statistically supported. Originality/value – This research may be one of the first papers exploring the influence of perceived organizational support on dimensions of the learning organization and offers a foundation for future organizational research.

The Riau Provincial Health Service Health Training Center UPT Institute has an important role in improving the Training Institute using the Learning Organization method. This research uses the Watkins & Marsick Approach model which includes seven dimensions of Learning Organization. At the individual level there are two dimensions, namely Continuous Learning and Inquiry and Dialogue. At the team/group level it is reflected in Team Learning. At the organizational level there are four dimensions, namely Embedded System, Empowerment, System Connection, and Strategic Leadership. There were 8 informants. Triagulation is used in sources, methods and data. The research results show that the three dimensions of the Learning Organization have been running, with several obstacles. The other four dimensions, namely Organizational Culture, Embedded System, Empowerment, and System Connection are still not optimal. The main obstacles include ineffective communication, low motivation, limited understanding of technology, and lack of infrastructure support. Strategic Leadership alsoneeds to be improved to provide better guidance and resources. This research highlights the importance of improving communication, motivation, and understanding of technology to achieve better organizational performance. Apart from that, the implementation of the Embedded System, Empowerment, System Connection, and Strategic Leadership also still requires improvement. Overall, this research concludes that the UPT Health Training Center has the potential to become a more effective Learning Organization, requiring more comprehensive efforts in increasing human resource capacity, building an organizational culture that supports learning, and aligning leadership strategies with Learning Organization principles. Recommendations for UPT Bapelkes Riau Province to strengthen continuous learning, inclusive dialogue, team learning, and technology-based systems for efficiency.

The Problem To create resilient organizations, Human Resource Development (HRD) must foster the conditions (both internal and external to the employee) that enable learning and development in the face of adversity. Yet the experience of adversity produces intense negative emotions that threaten learning and development. Resilience building programs typically focus on building resources internal to the worker (e.g., self-efficacy, optimism) as a means of buffering against the negative effects of future stressors, but considerably less focus is placed on supporting others in their attempts to cope. Additionally, the role of leadership in promoting follower resilience has received limited attention. The Solution This article begins by summarizing the role of emotion and emotion regulation in recent literature on employee resilience. Toward that goal, a literature search was conducted for reviews and theoretical models of employee resilience published in peer-reviewed journals over the past 10 years. Next, emerging scholarship on interpersonal emotion management (IEM) is introduced, with a focus on its application in work and leadership contexts. The argument is made that leaders are in a unique position to promote resilience in their followers, through the promotion of positive emotional states and through the mitigation of the negative emotional states that accompany adversity. As such, developing IEM skills in both resilience training and leadership development programs should increase employee resilience. The Stakeholders Leaders, scholars, and HRD professionals interested in promoting employee resilience and developing effective leaders will benefit from this application of interpersonal emotion management concepts to the topic of employee resilience.

PurposeThe purpose of this paper is to answer the theoretical and practical calls for an examination of the multi-level effects of empowering leadership on creativity. In addition, it attempts to link empowering leadership to creativity from the perspective of information processing, which is different from traditional mechanisms of psychology.Design/methodology/approachBased on the perspective of information processing, the authors tested how and why different levels of empowering leadership may relate to team and individual creativity. Multi-source data were collected from 62 team leaders and 295 team members. Statistical methods, such as the hierarchical linear model, hierarchical regression analysis, and bootstrapping tests, were used to analyze the data.FindingsThe results show that team and individual learning mediate the effects of empowering leadership on creativity at the team and individual levels. Interestingly, the authors also found that team learning negatively moderates the indirect and positive effect of individual empowering leadership on individual creativity.Research limitations/implicationsThe main limitation of this study is that the authors used cross-section data instead of longitudinal data to analyze the causal relationship. As such, the results may not truly reveal the causality.Practical implicationsThe findings indicate that empowering leadership is important for stimulating both individual and team learning; thus, it benefits different levels of creativity. In addition, the results also suggest that there are interplay between different level mechanisms, and empowering team leader should trade-off individual and team learning effects in order to promote both team and individual creativity effectively.Originality/valueThis study contributes to the existing literature by providing a multi-level and cross-level analysis of empowering leadership and creativity. It clarifies how empowering leadership stimulates individual and team creativity at different levels simultaneously.

Psychiatric nurses routinely operate in high-stress, high-risk environments, making insomnia a prevalent issue that profoundly impacts their physical and mental well-being, as well as the quality of patient care. Empirical evidence suggests that insomnia not only diminishes occupational performance but also substantially increases the risk, posing a substantial risk to patient safety. Nevertheless, investigations into the underlying mechanisms driving insomnia among psychiatric nurses remain scarce. This study aims to explore the relationship between perceived organizational support and insomnia in psychiatric nurses, as well as to examine the mediating role of psychological capital through the development of a mediation model. The findings are intended to provide novel insights for hospital administrators in addressing insomnia among nursing staff. A convenience sampling method was used to recruit 475 psychiatric nurses from three tertiary-level psychiatric specialty hospitals in Beijing. Data were collected between March and June 2024 using a general information questionnaire, the Perceived Organizational Support Scale (POSS), the Psychological Capital Questionnaire (PCQ), and the Athens Insomnia Scale (AIS). Statistical analyses included assessments for common method bias, descriptive statistics, one-way analysis of variance (ANOVA), independent samples t-tests, Pearson correlation analysis, and mediation analysis using Model 4 of Hayes' PROCESS macro. (1) Of the 475 psychiatric nurses, 395 (83.16%) were identified as experiencing insomnia. (2) The mean scores for perceived organizational support, psychological capital, and insomnia symptoms were 39.11 ± 10.60, 106.35 ± 14.38, and 11.88 ± 5.55, respectively. (3) Perceived organizational support among nurses was positively correlated with psychological capital (r = 0.641, P < 0.001) and negatively correlated with insomnia (r = -0.348, P < 0.001). Additionally, psychological capital was negatively correlated with insomnia (r = -0.369, P < 0.001). (4) Mediation analysis revealed that the total effect of organizational support on insomnia was - 0.335. The direct effect was - 0.191, accounting for 57.01%, and the indirect effect via psychological capital was - 0.144, accounting for 42.99% of the total effect. The prevalence of insomnia symptoms among psychiatric nurses is notably high, and perceived organizational support serves as a negative predictor of insomnia. Additionally, psychological capital partially mediates the relationship between organizational support and insomnia among nurses. These findings suggest that clinical nursing managers may alleviate insomnia in psychiatric nurses by implementing concrete interventions, such as enhancing organizational support through structured programs, and fostering psychological capital via targeted development initiatives and resilience training. Not applicable.

PurposeThe purpose of this paper is to study the validity of the concept of learning organization through the use of the Dimensions of Learning Organization Questionnaire (DLOQ) in an Indian public sector organization. Literature on learning organizations was reviewed to ascertain the sample organization’s progress toward becoming a learning organization. The current research also tries to explore the relationship (if any) between learning organization dimensions and organizational performance.Design/methodology/approachThe study employed a survey method for collecting data from 204 respondents from the sample organization. The data were statistically analyzed and interpretations were made.FindingsThe study reveals that the sample organization scores high on the various learning organization dimensions (seven dimensions of DLOQ), which in turn impact knowledge performance and financial performance. Learning organization practices and processes are prevalent in the sample organization and it is progressing well toward its vision of becoming a learning organization (mentioned in its HR vision).Research limitations/implicationsThe data for the study were collected from a single sample organization. Hence, any sweeping generalization of the results needs to be made with caution.Originality/valueThis research demonstrates the impact of the four levels of specific learning organization dimensions on its knowledge and financial performance in the context of an emerging country like India.

The measurement of the learning organization with the Dimensions of Learning Organization Questionnaire (DLOQ) hasn’t been dealt with very much in the Czech Republic. This study’s aim was to conduct a questionnaire survey with DLOQ at secondary schools in the Czech Republic and to evaluate the time devoted to learning in these organizations. Respondents were approached via e-mail addresses obtained from the rehearsals of secondary schools in the Czech Republic. A total of 121 respondents the Czech Republic participated in the study. Most of them were employees aged 51–60 (47.11%), university graduates (95.04%) and managers (71.90%). When comparing the learning time, more than 40% of respondents spend 11–20 h per month with learning. Using t-test among the respondents with different learning time, a statistically significant difference (1–10 h per month versus 36 and more hours per month: p = 0.049, 21–35 h per month vs. more than 36 h per month: p = 0.012) was found.

Background &amp; Aim: Psychiatric wards are stressful environments. Resilience can help psychiatric nurses cope with their occupational stress. The aim of the study was to examine the relationship of mental health with resilience among psychiatric nurses. Materials &amp; Methods: This cross-sectional descriptive-correlational study was conducted in 2017 on a sample of sixty nurses purposively recruited from all wards of Qods psychiatric hospital, Sanandaj, Iran. Study data were collected using a demographic questionnaire, the 28-item General Health Questionnaire, and the 25-item Connor-Davidson Resilience Scale. The data were analyzed via the SPSS software v. 16.0 through conducting the independent-sample t test, the one-way analysis of variance, and the multiple linear regression analysis. The level of significance was set at less than 0.05. Results: In total, sixty psychiatric nurses (34 males and 26 females) with a mean age of 33.23±5.45 participated in this study. The mean scores of their mental health and resilience were 57.35±11.12 and 63.9±14.05, respectively. Resilience had significant relationships with age (0.025), marital status (P = 0.013), and work shift (P = 0.005). Moreover, among the subscales of mental health, only the mean score of the anxiety and insomnia subscale had significant relationship with resilience, so that each one point increase in the mean score of this subscale was associated with a 1.029-point increase in the mean score of resilience (P = 0.036). Conclusion: Psychiatric nurses’ resilience can be promoted through managing their stress and promoting their mental health.

Despite the vast literature on the relationship between learning organisation and firm performance, very little is known about the extent to which learning organisation contributes to organisational commitment, particularly in the context of transitional economies such as Vietnam. Our study aims to fill out this research gap by shedding new insights about the relative importance of individual dimensions of learning organisation in affecting organisational commitment in the Vietnamese banking sector. We find that all dimensions of learning organisation except inquiry and dialogue, which include continuous learning, inquiry and dialogue, team learning and collaboration, empowerment, embedded system, system connection, and strategic leadership for learning, are the key drivers of organisational commitment. Interestingly, at the organisational level of learning embedded systems, system connection, and strategic leadership are likely stronger drivers of organisational commitment than that of empowerment. Comparisons across all levels of learning suggest that strategic leadership is more important than team learning and collaboration, which is in turn relatively stronger than empowerment, while embedded system is better than continuous learning in contributing to organisational commitment. We discuss the implications for theory and practice, and suggest directions for future research.

Despite the vast literature on the relationship between learning organisation and firm performance, very little is known about the extent to which learning organisation contributes to organisational commitment, particularly in the context of transitional economies such as Vietnam. Our study aims to fill out this research gap by shedding new insights about the relative importance of individual dimensions of learning organisation in affecting organisational commitment in the Vietnamese banking sector. We find that all dimensions of learning organisation except inquiry and dialogue, which include continuous learning, inquiry and dialogue, team learning and collaboration, empowerment, embedded system, system connection, and strategic leadership for learning, are the key drivers of organisational commitment. Interestingly, at the organisational level of learning embedded systems, system connection, and strategic leadership are likely stronger drivers of organisational commitment than that of empowerment. Comparisons across all levels of learning suggest that strategic leadership is more important than team learning and collaboration, which is in turn relatively stronger than empowerment, while embedded system is better than continuous learning in contributing to organisational commitment. We discuss the implications for theory and practice, and suggest directions for future research.

The Learning Organization Dimensions and Their Impact on Organizational Performance: Orange Jordan as a Case Study

ABSTRACTAimThis study investigates how observed workplace ostracism affects nurses' helping behaviour from a bystander's perspective, examining the mediating roles of moral courage and employee resilience to inform strategies for fostering workplace harmony in nursing settings.DesignA cross‐sectional study design was adopted.MethodsA survey of 346 nurses from two Grade III, Level A hospitals in Henan, China, utilised scales measuring workplace ostracism, moral courage, helping behaviour and employee resilience. SPSS Statistics 26.0, Mplus 8.3 and the SPSS macro program Process 4.1 plugin were used to test the associations among variables.ResultsObserved workplace ostracism positively correlated with nurses' helping behaviour, with moral courage partially mediating this relationship. Employee resilience moderated both the link between observed workplace ostracism and moral courage, and the indirect effect of observed workplace ostracism on helping behaviour through moral courage.ConclusionNurses with high levels of resilience demonstrate moral courage when observing workplace ostracism and engage in helping behaviours towards those ostracised.ImpactThis study examines how workplace ostracism undermines nursing team cohesion and individual well‐being. It highlights that bolstering nurses' resilience and moral courage can alleviate these adverse effects, thereby improving patient care quality. Nursing managers are advised to adopt targeted strategies, such as resilience training, to mitigate workplace ostracism.Implications for the Profession and/or Patient CareThis study employs a questionnaire to explore nurses' views of workplace ostracism and helping behaviours, aiming to inform strategies for fostering nursing team harmony and improving care quality.Reporting MethodThis study strictly follows the STROBE reporting guidelines to ensure the clarity and credibility of the research findings.Patient or Public ContributionData were collected from hospital nurses through electronic questionnaires.

Predictors of self-assessed physical and mental health of Icelandic nurses: Results from a national survey

The application and effect of predictive nursing in the prevention of accidental events during operations for SMI patients