Understanding the impact of nurse managers’ paradoxical leadership in shaping organizational climate in health services: A cross-sectional study

Abstract: Organizational climate, stress, resilience, and cortisol measures were investigated in pilots of the Brazilian Air Force (FAB). Studies indicate that these variables may be related to the physical and mental health, quality of life, and work of these professionals. A total of 112 FAB pilots participated in this study. A sociodemographic and professional questionnaire, the Resilience Scale, Lipp’s Inventory of Stress Symptoms for Adults (ISSL), and the Organizational Climate Scale were used. In addition, blood samples were taken to check the pilots’ cortisol levels. According to the ISSL, 48 (42.86%) participants were found to be stressed and 64 (57.14%) were not stressed. In addition, the results showed that the better the perception of organizational climate, the lower the level of stress; and the better the perception of organizational climate, the greater the level of resilience and the fewer the stress symptoms. Most of those who had higher values in the perception of a good organizational climate and level of resilience had cortisol levels in the normal range. There was no significant correlation between stress and cortisol levels. Actions are suggested for developing resilience and paying attention to the organizational climate, aimed at enhancing the quality of life of pilots as well as flight safety.

Previous research suggests that empowering managerial practises have small and variable effects on employees' behaviours. The objective of this study is to assess whether organisational climate and justice perceptions moderate the relationship between supervisor empowering managerial practises (SEMPs) and employees' behavioural empowerment. Self-report data were gathered from a sample of 358 employees from three service-sector organisations in a cross-sectional study. Hierarchical regression analyses indicated that both perceptions of organisational climate and justice interact with SEMPs in the prediction of employees' behavioural empowerment. As expected, SEMPs were more positively related to behavioural empowerment when perceptions of organisational supportive climate and justice were higher.

Recently, the research interest in paradoxical leadership has dramatically increased. Existing research shows that paradoxical leadership can not only affect organization-level outcomes, but also exert an effect on employees at the individual-level. These fruitful findings enrich the paradoxical leadership literature. However, our understanding on paradoxical leader behavior is still limited. In particular, existing research mainly focuses on the effect of paradoxical leader behavior on subordinates within the organization, but ignores that the leader behavior may have an impact on employees’ work-family balance outside the work domain. As work-family balance has been mentioned as a paradoxical phenomenon by scholars many times and the leader is one of the most important factors to employees when balancing their work and family, this study aims to explore the effect of paradoxical leadership on employees’ work-family balance. Combining the social learning theory and the work-family enrichment theory, this study proposes a dual-path moderated mediating model to examine the relationship between paradoxical leader behavior and employees’ work-family balance.This study uses a two-stage questionnaire survey to collect data from commercial bank employees. The interval between the two stages is one month. The first sentence of both questionnaires tells the respondents that the survey is anonymous and the information collected is for scientific research only. In the first stage, 230 employees were randomly selected to rate perceived paradoxical leadership, paradox mindset and their demographic information. In the second stage, the questionnaire, including holistic thinking, work-family positive spillover and work-family balance, was distributed to 213 employees who had finished the first questionnaire. Finally, 192 valid samples were obtained, and the research model and the theoretical hypothesis were tested by confirmatory factor analysis, descriptive statistical analysis, hierarchical regression analysis and Monte Carlo simulation.The empirical result shows that paradoxical leadership is positively related to employees’ work-family balance, and this relationship is mediated by employees’ holistic thinking and work-family positive spillover. Moreover, it shows that the effect of paradoxical leadership is moderated by employees’ paradox mindset, that is, the positive relationship between paradoxical leadership and employees’ work-family balance through their work-family positive spillover is not significant when employees’ paradox mindset is low.The main contributions of this study are as follows: First, it links paradoxical leadership with the work-family balance of employees, which not only responds to the call of exploring the micro-level paradox phenomenon, but also improves the understanding of work-family balance from the perspective of paradox. Second, it enriches the paradoxical leadership literature by exploring the mediating role of employees’ holistic thinking and work-family positive spillover. Third, it provides new empirical evidence for the leader-follower fit issue within the paradoxical perspective by investigating the moderating role of employees’ paradox mindset. As for managerial implications, leaders should be especially aware that not all employees are equally affected by paradoxical leadership. For employees with low paradox mindset, paradoxical leadership is less beneficial.

Objective: To understand the current situation of emergency department nurses' work engagement, and analyze the relationship between emergency department nurses' organizational climate perception, work-related acceptance actions and work engagement. Methods: In May 2021, 273 emergency department nurses from 6 class Ⅲ class a general hospitals in Tianjin were selected as the research objects by using the convenient sampling method, and the general information questionnaire, work input scale, nurses' organizational climate perception scale and work-related acceptance action questionnaire were used for questionnaire survey. The correlation between job involvement and nurses' organizational climate perception and job-related acceptance action was analyzed by pearson correlation, and the influencing factors of job involvement were analyzed by multiple linear regression. Results: The average score of job involvement was (3.57±0.45) , the average score of nurses' organizational climate perception was (3.29±0.69) , and the score of work-related acceptance action was 35.00 (29.00, 47.00) . The results of correlation analysis showed that there was a positive correlation between nurses' organizational climate perception, job acceptance action and job involvement in emergency department (r=0.435, 0.518, P<0.05) . Multiple stepwise regression analysis showed that job acceptance, nurses' perception of organizational climate, health status, specialist nurses, education and emergency work years were the influencing factors of emergency department nurses' job involvement (P<0.05) , accounting for 41.9% of the total variation. Conclusion: We should create a good organizational atmosphere, improve the acceptance of emergency department nurses to nursing work, and improve the level of nurses' work input.

Organizational climate and culture are important for research organizations because they foster research integrity and responsible conduct of research, reduce questionable research practices, and improve job satisfaction. The aim of our study was to explore how employees and students perceive organizational climate and its consequences in the university setting. We conducted semi-structured interviews with senior students and employees (teaching and non-teaching staff) from two different university schools: School of Medicine and Faculty of Humanities and Social Sciences. Participants were asked questions regarding perceived climate, working environment, and the role of the institution. The data were analyzed using reflexive thematic analysis approach. Three themes were identified. The first theme addressed the difference in the perception and understanding of organizational climate. The second theme dealt with institutional issues emanating from organizational climate. The third theme described the behavior of stakeholders in the formation of organizational climate. Organizational climate is important concept in academic organizations as it influences both employees, particularly early career researchers, and students. Institutional leadership can strongly influence organizational climate, which can in turn affect job and job satisfaction. Due to the importance of personal morality on everyday decision-making, virtue-based research integrity training could be useful in improving academic institutions’ organizational climate.

Purpose: The aim of the study was to investigate whether Organizational Climate and its dimensions: Co-workers, Leadership, Work Organization, Information and Communication, Representation of Employees’ Interests, Promotion and Rewards (Rosenstiel, Boegel, 1992) can predict Work Engagement and its components: Vigour, Dedication, and Absorption (Schaufeli et al., 2002, 2003). Design/methodology/approach: A cross-sectional survey was conducted in 2022 on a heterogeneous sample of Polish employees (N = 229). The study used a Polish adaptation of Rosenstiel and Boegel’s Organizational Climate Questionnaire (1992; cf. Durniat, 2012, 2018), which includes 55 items across 7 subscales (Cronbach's α = 0.81-0.90), as well as a Polish adaptation of the Utrecht Work Engagement Scale (Szabowska-Walaszczyk et al., 2011) in its 17-item version (3 subscales; Cronbach's α = 0.81-0.88). Correlation and linear regression analyses were conducted to examine the relationships between the studied variables, with the expectation of significant and positive associations. Findings: Two factors of organizational climate, i.e. the ‘Leadership’ and ‘Co-workers’ interactions’ emerged as key predictors of work engagement, while other climate factors demonstrated weaker or non-significant impacts on employee engagement. Surprisingly, the ‘Representation of employees’ interests’ negatively predicted work engagement (especially ‘Vigour’). Moreover, the ‘General perception of organizational climate’ may be more impactful for work engagement than specific climate dimensions. Research limitations: The cross-sectional design prevents causal inferences, and the relatively small sample size constrains the generalizability of the results. Practical implications: Managers and organizations should foster a positive organizational climate, especially investing in leadership development and team-building initiatives - key factors enhancing employee engagement. Originality/value: The findings offer a valuable contribution by identifying organizational climate factors that enhance work engagement, and appear to represent the first study of this kind conducted in Poland. Keywords: organizational climate, work engagement, UWES, relationships, predictions. Category of the paper: Research paper.

Although researchers and practitioners increasingly focus on health promotion in organizations, research has been mainly fragmented and fails to integrate different organizational levels in terms of their effects on employee health. Drawing on organizational climate and social identity research, we present a cascading model of organizational health climate and demonstrate how and when leaders' perceptions of organizational health climate are linked to employee well‐being. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291 employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders' perceptions of organizational health climate were positively related to their health mindsets (i.e., their health awareness). These in turn were positively associated with their health‐promoting leadership behavior, which ultimately went along with better employee well‐being. Additionally, in Study 1, the relationship between perceived organizational health climate and leaders' health mindsets was moderated by their organizational identification. High leader identification strengthened the relationship between perceived organizational health climate and leaders' health mindsets. These findings have important implications for theory and practice as they show how the dynamics of an organizational health climate can unfold in organizations and how it is related to employee well‐being via the novel concept of health‐promoting leadership.

There is a misconception that diversity is irrelevant to understanding the workplace in other parts of the world, particularly in Asia. In other words, countries in Asia, like the Philippines, are homogenous. Today, western countries and other developed regions are not the only places where the workforce is becoming more diversified. Hence, this study aims to make a unique contribution to the diverse literature in the country by examining the relationships between diversity, inclusion, and organizational climate in the context of a perceived homogeneous culture. The influence of demographic characteristics like age, gender, tenure, and position was also considered in the study. Using a sample of 40 Filipino employees in a higher education institution in Cebu City, the results show average employee perceptions about diversity, inclusion, and organizational climate. The perception of diversity was positively linked to inclusion and the organizational climate. However, perceptions of inclusion and organizational climate were not statistically meaningful. On the other hand, gender, tenure, and position were closely linked to employee’s perceptions of the organizational climate. Specifically, gender-diverse employees, new employees, and those in teaching positions have a more positive perception of the organizational climate. Therefore, assessing the organizational climate is highly relevant in promoting and improving inclusion and diversity in the workplace.

PurposeTo explore nurses’ perceptions of the organizational climate in general hospitals in Myanmar.Design and MethodsUsing a qualitative descriptive design, data were purposively collected from all levels of registered nurses in eight general hospitals across Myanmar during August to October 2019. Seventeen individual in‐depth interviews and eight focus group discussions with 65 nurses were undertaken and analyzed using Graneheim and Lundman’s qualitative content analysis.FindingsFour categories of organizational climate from a Myanmar nursing context emerged: organizational uniqueness, organizational alignment, sense of empowerment, and the reinforcing organization. Organizational uniqueness included the subcategories of perception of features and orientation of the organization, whilst organizational alignment comprised the three subcategories of the values inherent in the management process, the criteria of success, and strategic emphasis. The sense of empowerment category embraced the subcategories of the perceptions of the decision making and roles of leaders or managers; the last category, the reinforcing organization, incorporated the subcategories of bonding and recognition of the organization.ConclusionsThis was the first qualitative nursing study on nurses’ perceptions of organizational climate in Myanmar hospitals. Participants revealed a rich source of information that needs to be considered by hospital administrators and other policymakers to enhance quality clinical care by nurses, and their overall well‐being and working conditions. The emphasis on the holistic nature of this concept points to further investigations of working conditions, the lives of nurses, and management of nurses within the hospital environments in Myanmar hospitals, and can inform other countries.Clinical RelevanceNurses revealed a rich understanding of what an organizational climate represents or should represent, and they need to work with hospital administrators and managers to contribute to the development of positive organizational climate, which in turn should increase nurse retention and the efficacy of health care provided in hospitals.

This study aimed to develop a servant leadership model tailored to counselors in private universities in Hunan Province, China, with the core objective of enhancing their servant leadership. Specifically, it explored the relationship between counselors’ servant leadership and organizational climate while assessing how demographic variables influence perceptions of both constructs. The findings revealed that counselors’ servant leadership and their overall perceptions of organizational climate were at a moderate level; perceptions of both servant leadership and organizational climate varied significantly by demographic variables, with older, more experienced, and married counselors reporting higher scores; a significant positive correlation existed between servant leadership and organizational climate; the LCM model enhanced counselors’ servant leadership and positive feedback from interviews. The study discussed the theoretical implications of these findings and provided practical recommendations for private universities and counselors. The LCM model - validated by five experts in educational leadership and counselor development - was recommended to other private universities in Hunan Province to serve as a reference for systematically fostering servant leadership among counselors.

Organizational climate is considered one of the most significant determinants of individual and group behaviour in institutions. The International Council of Nurses has launched a campaign to improve professional recognition, support for personal development, safety and health at work. To analyse nursing personnel's organizational climate perceptions using the Work Environment Scale (WES) in two categories of hospitals. A cross-sectional survey was undertaken in public and private hospitals. Two sampling approaches were used. At the Public Hospital, the sample was randomly selected (n = 297, 168 nurses and 129 other nursing personnel). At the Private Hospitals, a convenience sampling method was used (n = 66, 14 nurses and 52 other nursing personnel). The study used descriptive and inferential statistic analyses to explain the nursing personnel perception of organizational climate and to explore variations between nurses and other nursing personnel in both categories of hospitals. Sixty per cent and seventy per cent of WES subscales yielded scores below the midpoint for the perception of work environment in public and private hospitals, respectively. Mean scores for both categories were similar, except for the subscales of Pressure and Control that were higher in Private Hospitals. In the Public Hospital, nurses scored significantly lower than other nursing personnel in Involvement, Innovation and Comfort. Based on these findings, it is suggested that nurse managers should introduce strategies to set conditions for a better work environment in public and private hospitals.

Positive organizational climate — employee perceptions of their work environment and the impact of this environment on well-being and functioning — is associated with desirable organizational and client-level outcomes in mental health organizations. Clinical supervisors are well-positioned to impact organizational climate, as they serve as intermediaries between higher-level administrators who drive the policies and procedures and the therapists impacted by such decisions. This cross-sectional study examined the role of clinical supervisors as drivers of therapist perceptions of organizational climate within supervisory teams. Specifically, the present study investigated: (1) shared perceptions of organizational climate among therapists on the same supervisory team; (2) predictors of therapist climate perceptions. Eighty-six therapists were supervised by 22 supervisors. Indices of interrater agreement and interrater reliability of therapists on the same supervisory team were examined to determine shared or distinct perceptions of organizational climate. Multi-level models were used to examine whether supervisor attitudes towards evidence-based practices and therapist perceptions of supervisor communication predicted perceived organizational climate. Results showed perceptions of organizational cohesion and autonomy were shared among therapists on the same supervisory team and distinct from therapists on different supervisory teams. Therapist perceptions of their supervisor’s communication was positively associated with perceptions of organizational cohesion and autonomy. These findings align with emerging evidence that middle managers shape their employees’ experience of their work environment through communication strategies. These findings also point to the potential for intervening at lower organizational levels to improve overall organizational climate.

Organizational climate, communication, and role strain in clinical nursing faculty.

Using the scope of justice theory and the value in diversity hypothesis, this paper examines the relationships between perceived organizational age diversity climate, perceived organizational learning climate, and employees’ affective organizational commitment. We conducted an online survey with a sample of 435 German employees. Results show that perceived organizational age diversity climate is positively related to affective organizational commitment. The positive relationship between perceived organizational age diversity climate for fairness and affective organizational commitment was strengthened by employees’ perceptions of organizational learning climate. However, the positive relationship between organizational age diversity climate for inclusion and affective organizational commitment was stronger when perceived organizational learning climate was weak rather than strong. Thus, organizational age diversity climate for inclusion and organizational learning climate seem to substitute for each other...

BackgroundExtant literature suggested that positive organizational climate leads to higher levels of organizational commitment, which is an important concept in terms of employee attitudes, likewise, the concept of perceived organizational performance, which can be assumed as a mirror of the actual performance. For healthcare settings, these are important matters to consider due to the fact that the service is delivered thoroughly by healthcare workers to the patients. Therefore, attitudes and perceptions of the employees can influence how they deliver the service. The aim of this study was to evaluate healthcare employees’ perceptions of organizational climate and test the hypothesized impact of organizational climate on organizational commitment and perceived organizational performance.MethodsThe study adopted a quantitative approach, by collecting data from the healthcare workers currently employed in public hospitals in North Cyprus, utilizing a self-administered questionnaire. Collected data was analyzed with the help of Statistical Package for Social Sciences, and ANOVA and Linear Regression analyses were used to test the hypothesis.ResultsResults revealed that organizational climate is highly correlated with organizational commitment and perceived organizational performance. Simple linear regression outcomes indicated that organizational climate is significant in predicting organizational commitment and perceived organizational performance.ConclusionsThere was a positive and linear relationship between organizational climate with organizational commitment and perceived organizational performance. Results from the regression analysis suggested that organizational climate has an impact on predicting organizational commitment and perceived organizational performance of the employees in public hospitals of North Cyprus. Organizational climate was found to be statistically significant in determining the organizational commitment of the employees. The results of the study provided some critical issues regarding the relationship of three concepts in the study. According to the findings, if the organizational climate scores of the employees are high, organizational commitment scores of the employees are high at the same time. In other words, if the employees in public hospitals of North Cyprus perceive the organizational climate in a positive way, they will have higher levels of organizational commitment. Findings suggested that organizational climate is an important factor in healthcare settings in terms of employee commitment and how employees perceive organizational performance, which would lead to significant results about the provision of service in healthcare organizations.