Leadership Behavior Research Articles

Linking ethical leadership to nurses' internal whistleblowing through psychological safety.

Background: Cultivating internal whistleblowing among nurses is of paramount importance to nurse leaders. Yet, the literature on how nurse leaders can foster this phenomenon among nurses is limited. Additionally, the underlying mechanisms linking leadership behaviors to internal whistleblowing intentions remain underexplored.Aim: This study aimed to examine how ethical leadership is linked to internal whistleblowing intentions among nurses through the mediating effect of psychological safety.Research design: A multicenter cross-sectional research design was used for this study.Participants and research context: This study involved 201 nurses working in three tertiary governmental hospitals across three cities in Egypt. Data were collected between October and December 2023, using an introductory information form, the Ethical Leadership Scale, the Psychological Safety Scale, and the Internal Whistleblowing Intentions Scale. Structural equation modeling was used to evaluate study hypotheses.Ethical consideration: Research Ethics Committee of Faculty of Nursing, Port Said University, Egypt approved the study (reference number: NUR (6/8/2023)(28)), and each participant signed the informed consent form before participation in the study.Results: Ethical leadership was positively linked to nurses' psychological safety and internal whistleblowing intentions. Psychological safety mediated the link between ethical leadership and nurses' internal whistleblowing intentions.Conclusion: Our study suggests that nurse leaders can foster nurses' intentions to blow the whistle internally by adopting ethical leadership behaviors and enhancing psychological safety among nurses.

The Effect of Servant Leadership Style on Organizational Commitment: The Case Study of Ileys Enterprise Detergent Manufacturing Company in Burao, Somaliland

Purpose: This study examined the effect of servant leadership style on organizational commitment in Ileys enterprise detergent manufacturing company in Burao, Somaliland. Methodology: The study employed a cross-sectional survey design, explanatory research, and quantitative approach; the target population was 200 employees working currently at Ileys enterprise detergent in the Burao district. The study used the census method. Data was collected from primary sources using standardized servant leadership style and organizational commitment questionnaires, adapted from previously used standard questionnaires. The study used SPSS for data analysis. Correlation and regression were used to analyze the relationship between servant leadership styles and organizational commitment. Findings: The regression results showed that the types of servant leadership styles have significant contributions to organizational commitment (R = 0.720, p = 0.000). It was concluded that all the servant leadership styles affect employee commitment. In The authenticity dimension of servant leadership was found to be the dominant servant leadership style (β =.557, p =0.000) in the Ileys enterprise. Unique Contribution to Theory, Practice and Policy: The study was used the servant leadership theory. To increase employees’ organizational commitment, manufacturing enterprise should develop training programs or mentoring by professionals for the supervisors and leaders that support servant leadership development. The study recommended that private manufacturing enterprises could practice the information to help develop strategies and meet organizational needs through servant leadership behavior development

The Critical Vulnerability of an Authentic Leader as a Сatalyst for Achieving Outstanding Prosocial Results

Having been in management for more than 15 years, we have identified empirical evidence of critical vulnerability in business leaders who implemented large-scale organizational change and ultimately achieved outstanding prosocial outcomes. This vulnerability may present as resistance or criticism from stakeholders—employees, partners, and shareholders—marked by distrust in leadership vision and active sabotage of decisions, which potentially leads to the termination of the leader's powers. However, as the stakeholders' mindset evolves, the vulnerability tends to subside, paving the way for company consolidation, substantial organizational achievements, self-actualization for stakeholders and recognition for the leader. Such shift allows us to hypothesize that: 1) unique behavioral patterns of authentic leaders during organizational change implementation expose them to the observed critical vulnerability but ultimately lead to substantial prosocial results; 2) the main reason for leader vulnerability is the gap in leadership mindset levels between the leader and stakeholders at the onset of organizational change. Relying on the described assumptions, we executed preliminary research on leader vulnerability, aiming to explore unique leader behavior patterns that cause critical vulnerability. The study involved 8 top managers who are currently leading organizational changes within their organizations. We used purposive sampling to ensure participants’ significant leadership experience and their transformative impact. The research methodology relied on qualitative methods—in-depths interviews. Applying the Michigan Model of Leadership with its Competing Values Framework (CVF), we conducted a thematic analysis of the collected data. We determined that vulnerability typically manifests as a result of a strategic endeavor by leaders to ensure the evolution of stakeholder mindset for subsequent empowerment of them. The study advances knowledge about authentic leadership by emphasizing vulnerability's vital function in accomplishing remarkable prosocial organizational outcomes. More research will be required to create a framework for recognizing and assisting leaders who are critically vulnerable during organizational change implementation.

Strategic Human Resource Management: Descriptive Analysis of Psychological Factors and Literature Review

This study aims to examine the impact of psychological factors on Strategic Human Resource Management (SHRM) practices and organizational outcomes. The research employs a comprehensive literature review approach to explore the theoretical underpinnings of employee motivation, engagement, and commitment within the context of SHRM. The analysis focuses on key psychological theories, including expectancy theory, social exchange theory, and self-determination theory, to elucidate the motivational dynamics underlying employee behavior and performance outcomes. Moreover, the study investigates the role of leadership effectiveness in influencing employee motivation, engagement, and organizational commitment. Through the integration of diverse perspectives, the research offers insights into how organizations can align HR practices with employees' psychological needs to enhance organizational effectiveness and achieve sustainable growth. The findings highlight the significance of fostering transformational leadership behaviors, creating a supportive work environment, and promoting organizational commitment to drive high performance and employee well-being. This study contributes to the advancement of HRM scholarship by providing a theoretical framework for understanding and managing human capital effectively.

How does paradoxical leadership affect employee adaptive performance? A moderated mediation model

PurposeDrawing on the paradox perspective and the Job Demands-Resources Model (JD-R), we investigate how paradoxical leadership behavior (PLB) affects employee adaptive performance.Design/methodology/approachConducted a multi-wave field study with a sample of 64 leaders and 224 subordinates (study 1), and a quasi-experiment involving 156 participants (study 2). The collected data were analyzed using ANOVA and HLM techniques.FindingsBoth studies reveal that (1) PLB exhibits a positive association with employee adaptive performance, (2) employee paradox mindset and role stress partly mediated the relationship between PLB and employee adaptive performance, (3) the indirect effects of PLB on employee adaptive performance through employee paradox mindset and role stress are moderated by employee gender-role identity (GRI).Originality/valueThis research developed a moderated mediation model to examine the potential impact of PLB on employee adaptive performance, which contributes to the literature by integrating the paradox perspective and emphasizing the effectiveness of combining “top-down” and “bottom-up” leadership approaches. Moreover, we elucidate the underlying mechanisms through which PLB facilitates employees in effectively managing work role tensions to enhance adaptive performance Finally, this study also extends the investigation of the contextual efficacy of PLB by incorporating GRI as a moderator.

Meta-analysis of association between Just-in-Time system and firm performance: moderating effects of National Culture differences

PurposeThe effectiveness of the Just-in-Time (JIT) production system in non-Japanese contexts is a topic of diverse findings. This study conducts a meta-analysis of empirical research on JIT and its relationship with performance, focusing on studies published since 1995. Additionally, it examines the moderating influence of National Culture (NC) values on JIT outcomes.Design/methodology/approachA total of 59 empirical studies with 211 effects and 17,008 observations from 18 countries are meta-analyzed. A meta-regression using hierarchical linear modeling (HLM) is performed to explore how four dimensions of National Culture (NC) moderate the impact. (viz. institutional collectivism, uncertainty avoidance future orientation, and power distance,) based on the Global Leadership and Organizational Behavior Effectiveness (GLOBE) culture model.FindingsThe meta-analysis results show that improved production efficiency, product quality and reduced wastes achieved through JIT deployments translate into the overall performance of organizations. The meta-regression results shed light on how local cultures influence the effectiveness of JIT across different countries.Originality/valueThe findings of meta-analysis have implications for multinational manufacturers in realizing efficacy of JIT. The research adds to the international operations management literature by examining how NC values influence strategies and decisions in operations management.

A micro-political exploration of the resignation of Hong Kong experienced kindergarten principals amidst preschool education coordinator turnover

The early childhood education system in Hong Kong operates within a corporate governance framework. However, there is a lack of research on the interaction between principalship and corporate governance in kindergartens and childcare centres. This study aims to address this gap by examining how a preschool education coordinator (PEC), working under corporate governance principles in a non-governmental organization (NGO), influenced the resignation decisions of principals. Using micro-political theory, this study examines power dynamics, conflicts, and decision-making processes that led to principals’ resignations. This phenomenological case study utilized a focus group discussion with three principals who had resigned from the NGO. Through thematic analysis, three key themes emerged from the study: changing governance and accountability, conflicting educational values and beliefs between the preschool education coordinator and the principals, and contrasting leadership behaviours and styles. The findings of this study have significant implications for the local community, as well as offering valuable insights that can inform and benefit international audiences interested in early childhood education leadership development and human resources management. As early childhood education systems worldwide grapple with similar challenges, understanding the relationship between corporate governance and principalship can help devise strategies for enhancing organizational effectiveness and ensuring principal retention.

Leader generosity and employee knowledge sharing: an episodic perspective of generalized reciprocity

PurposeDespite the acknowledgment of the significant role leaders play in knowledge management, there has been limited focus on the dynamic relationship between one particular leader’s behavior and knowledge sharing of employees. This study aims to investigate the impact of leader generosity on employee knowledge sharing.Design/methodology/approachDrawing upon the generalized reciprocity theory, we develop a process model that examines the impact of leader generosity on knowledge sharing, and empirically tests the resulting mechanism. Based on event-contingent ESM that collected 1147 episodic data points, the data are analyzed by Mplus 8.30 and R software.FindingsThe findings indicate that employee gratitude and prosocial motivation respectively play a mediating role in the relationship between leader generosity and knowledge sharing. Additionally, leader generosity has an indirect impact on knowledge sharing via employee gratitude and prosocial motivation. Furthermore, relational self positively moderates the relationship between leader generosity and employee gratitude, while also moderates the chain mediation effect between leader generosity and knowledge sharing.Originality/valueBy exploring the important influence of leaders in implementing knowledge management practices, the authors demonstrate that a specific leader behavior (i.e. leader generosity) shapes the positive emotion and reciprocal motivation of employees and its subsequent impact on knowledge sharing. This paper complements the focus on knowledge sharing in the daily behavior literature of leaders, suggesting that leader generosity matters for employee knowledge sharing.

The Effect of School Principals’ Empowering Leadership Behaviors on Well-Being at Work: The Mediating Role of Organizational Ostracism

AbstractThis study investigates the impact of empowering leadership exhibited by school principals on teachers’ perspectives on organizational ostracism and well-being at work in educational settings in Türkiye. Applying a cross-sectional research design, we collected responses from 603 teachers in different provinces. The results reveal that empowering leadership has a positive impact on teachers’ well-being. Furthermore, empowering leadership practices significantly diminish teachers’ perceptions of ostracism, thus cultivating a positive and inclusive work environment. Our findings emphasize the pivotal role of organizational ostracism in mediating the relationship between empowering leadership and well-being at work, highlighting the importance of empowering leadership in creating a healthy and supportive school setting. These insights offer valuable guidance to school leaders, teachers, and policymakers in crafting conducive work environments, enhancing teacher–principal relationships, and promoting overall teacher well-being.

Effect of Distributed and Instructional Leadership of Chinese School Principals on the Job Satisfaction of Teachers: A Conceptual Paper

School principals’ leadership behaviours influence the job satisfaction of the teacher, which in turn, defines the effectiveness of the school climate. Therefore, it is crucial to know how the leaderships styles, specially the distributed and instructional leadership, affect the job satisfaction of the teachers in the Chinese school context. So, the aim of the study is to analyse the effect of distributed and instructional leadership of Chinese school principals on the job satisfaction of teachers along with the mediating roles of reward, motivation, and effectiveness. In order to achieve the aim, the study adopted a “review-style” research method and explored the relevant past literature. The researcher confined the time frame from 2019 to 2024 to include the most recent studies and the theses, books, and discussions were not utilized as they did not fit into the standard of research articles. In the context of educational policy and school management practices worldwide, the implications of this study are significant. Therefore, suitable leadership interventions would improve teachers’ work satisfaction and consequently, the students’ achievements.

What about the “soft factors”? Longitudinal effects of leadership behaviors on psychological resources of firefighters

In addition to adequate training and reliable equipment, firefighters need robust psychological resources (e.g., self-efficacy, team cohesion) to sustain readiness for potential deployment in large-scale disasters. However, recurrent exposure to emergency situations in their every-day work poses a threat to psychological resources and jeopardizes readiness. In this study, we examine how leaders in fire services support their subordinates in maintaining high levels of these resources. We hypothesize that person-oriented leadership is particularly effective in this respect. Specifically, we predict that person-oriented leader behaviors increase subordinates' psychological resources and magnify the benefits of their performance behaviors in terms of resource acquisition. In a preregistered longitudinal study (five monthly measurements) with firefighters in Germany (N = 189), we tested our hypotheses using random intercept cross-lagged panel modeling. In line with our expectations, perceived person-oriented leader behaviors predicted subordinates' resources on a month-to-month basis, and also in an additional follow-up survey one year later. However, person-oriented leadership did not increase the return on subordinates' performance behavior in terms of resources. Notably, perceived task-oriented leader behaviors also predicted subordinates’ resources, but only on a month-to-month basis. We discuss possible mechanisms and time frames of the observed effects. Together, our findings indicate that person-oriented leadership can counteract resource depletion due to adverse working conditions and, thus, add to higher levels of readiness. Policymakers and senior executives may foster this effect by integrating person-oriented competencies into leadership norms and training programs.

Shared leadership in MNC agile software teams: The role of team leadership style and attitude to sport

This study investigates whether and how vertical leader transformational and transactional styles impact team members' perceptions of shared leadership. It also investigates the mediating role of a leader's attitude to sport on these relationships. Using a matched sample of 154 team leaders and 354 team members from agile teams in two MNCs located in Ireland and China, we found that both vertical transformational and transactional leadership were linked to team members' shared leadership behavior; however, the impact of transformational leadership was significantly greater. We also found that a vertical team leader's attitude to sports, and specifically the pleasure and participation attitude, positively mediated the relationship between transformational and transactional leadership and shared leadership behavior. This contrasted with the power and performance sports attitude, which mediated both transformational and transactional leadership styles, but for which the impact of transactional leadership on shared leadership became negative. We extend research on the antecedents of shared leadership and the important role that both a vertical leader's style and attitudes play within an agile software team. We discuss implications for theory and practice.

Distributed leadership, self-awareness, democracy, and sustainable development: towards an integrative model of school effectiveness

ABSTRACT This study aimed to examine the effects of school principals' distributed leadership behaviors and teachers’ self-awareness on school effectiveness through the mediating role of democratic practices and attitudes towards sustainable development in schools. Accordingly, an integrative model was created. The study data were analyzed using structural equation modeling and bootstrapping tests. The analysis results confirmed that organizational democracy played a prominent mediating role between school principals’ distributed leadership practices and teachers’ perceptions of school effectiveness. We also found evidence for the effects of school principals’ distributed leadership behaviors and teachers’ self-awareness on school effectiveness through the mediating role of teachers’ attitudes towards sustainable development. We concluded that school principals’ distributed leadership practices could enhance school effectiveness through teachers’ perceptions of organizational democracy and attitudes towards sustainable development in schools. Besides, a high-quality educational environment and school effectiveness could be promoted by increasing teachers’ self-awareness and attitudes towards sustainable development.

Spatial skills and observed leadership behaviour: a case study of dyadic teamwork in mechanical design

ABSTRACT This study explores the relationship between collaborative dynamics, expressed through observed leadership behaviour, and skills. It is based on the mechanical design activity of six dyads of students (post-secondary vocational training), composed of 11 boys and one girl, who are improving an existing mechanical system. Actions are studied using principal components analysis (PCA) and hierarchical clustering to identify collaborative dynamics in teamwork and their links with scores in standardised spatial tests. Results reveal two profiles of collaboration characterised by two leadership styles, typically identified as autocratic leadership and participative leadership. We highlighted a relationship between leadership posture and spatial skills level, although leadership style does not seem to depend on the spatial skills of the teammates. In addition, we have implemented a methodology based on the actions initiated, to identify leadership posture and leadership styles. This methodology could be complementary to the one currently used and based on questionnaires.

Gender and evaluations of leadership behaviors: A meta-analytic review of 50 years of research

As more women have entered the managerial ranks, discussion about differences between men’s and women’s leadership behaviors have persisted. The current study reviews and analyzes 50 years of research to examine gender differences in evaluations of their leadership behaviors. Across 13 new meta-analyses using data from 1970 to 2020, we examine evaluations of leadership behaviors that vary across two dimensions: communal-agentic and effective-ineffective, including: democratic/participative, relationship-oriented/consideration, idealized influence, individualized consideration, intellectual stimulation, ethical/moral, autocratic/directive, task-oriented/initiating structure, contingent reward, MBE-active, inspirational motivation, MBE-passive, and laissez-faire. The meta-analytic results suggest that women are seen as engaging in more effective agentic and communal leadership behaviors, compared to men, while men are seen as engaging in less effective and more passive leadership behavior, compared to women. Relying on social role theory and arguments from the double standards of competence literature, we also examine whether the relationship between gender and evaluations of leadership behaviors differs across time and levels of leadership. Interestingly, only one primary study across all our analyses utilized an objective instead of a subjective measure of leader behavior, underscoring the imperative for more objective assessments in the future. Practical implications and future research directions are also discussed. All supplemental material can be found at: https://osf.io/enm3d/?view_only=ea99d34911284304a4b2bf61079d5ecd.

Dimensions of clinical leadership among pre-registration nursing students: a cross-sectional study between two countries

To explore a) pre-registration students' self-perceptions of clinical leadership behaviours and b) differences in students' self-perceptions of leadership behaviours between two countries (UK and Israel). Effective leadership has been associated with high-quality and compassionate care provision in health and social care contexts. This has led to a common acceptance that teaching leadership in nursing education is essential if students are to develop competencies in this area. Worldwide, there is limited research on nursing students' perception of clinical leadership behaviours as well as on the development of leadership behaviours during the study years. A cross-sectional survey design was used among two convenience samples of UK and Israeli pre-registration nursing students. Closed questionnaires were uploaded in the format of a commercial internet survey provider (Qualtrics.com) and distributed through the virtual learning platforms in the two participating universities. In total 656 students were invited to participate and the response rates were 28.1 % (Israel) and 17.9 % (England). Overall, 140 students completed the questionnaires. Significant differences were found between the two sites in the leadership dimensions "Emotional Intelligence" and "Impact and Influence" (p < .05), with UK students scoring higher than Israeli students. Among the Israeli sample, significant differences were found in leadership dimensions according to years of study, with higher scores reported in the 3rd and 4th year students compared with the 1st and 2nd Year students in the referred dimensions (p < .05). Differences in students' clinical leadership perception exist between the two cohorts examined. Nurse educators should expand international research on this subject to identify possible antecedents in developing clinical leadership behaviours. At the same time, there is a need to continue efforts to enhance the development of clinical leadership behaviours during all study years through curriculum updating to prepare future nurses better to provide quality, safe and person-centered care.

The Influence of Empowerment Leadership on Proactive Behavior of Employees With Goal Orientation as a Mediation Variable at the Women's Empowerment Office, Protection Children and the People of Binjai City

A deep understanding of the relationship between empowering leadership styles, goal orientation, and proactive behavior of employees can be key to optimizing organizational performance in addressing sensitive issues related to women, children, and society more effectively. The purpose of this study is to find out and analyze the influence of Empowerment leadership on Proactive Behavior mediated by the Orientation of the purpose at the Office of Women's Empowerment, Child Protection and Community of Binjai City. This research was conducted with a causal associative quantitative approach. The sample used was all employees, with a total of 61 people. The results of data analysis using Structural Equation Modeling (SEM) based on Partial Least Square (PLS) show that 1) There is no influence of Empowerment Leadership on proactive behavior. where the T-statistic value is 0.960 &lt; 1.96 and the P-Value value is 0.341 &gt; 0.05. 2) Empowerment Leadership has a positive and significant effect on goal orientation with a T-Statistical value of 2.256 &gt; 1.96 and a P-Value of 0.028 &lt; 0.05 which means that if the leadership Empowerment is improved, then employee goal orientation will increase.3) Empowerment Leadership has a positive and significant effect on goal orientation with a T-Statistical value of 2.256 &gt; 1.96 and a P-Value value of 0.028 &lt; 0.05 which means that if Empowerment leadership is improved, employee goal orientation will increase and 4) Goal orientation is able to mediate the influence between Empowerment Leadership and Proactive Behavior with a T-Statistic value of 2.300 &gt; 1.96 and a P-Value of 0.025 &lt; 0.05. The implication of these findings is that management needs to consider implementing appropriate goal-oriented development strategies, along with empowerment leadership practices, to create a work environment that supports and encourages productive and innovative proactive behaviorsLeadership Empowerment

Authentic leadership & PsyCap’s role in tackling, events that impact well-being and environmental sustainability

There is a growing level of awareness among organizational leaders, that stress-induced mental health challenges are on the rise globally. High stress levels are often attributed to a spectrum of causes, from natural and human-made crises to the rapid pace of technological advancements and societal shifts. The number of causes necessitates an examination of not just the cumulative effect of these event constellations, but also their complex interactions, which may amplify stress in ways that are not yet fully understood. These dynamics appear to be contributing to a worrying trend of increased mental illness, anxiety, and depression, notably among professionals on the front lines of these societal changes, like medical practitioners and first responders. For example, there were more fire fighters who committed suicide last year in the US versus those who lost their lives protecting others. Additionally, these professionals are directly exposed to the increasing cases of mental illness, anxiety, and depression among the public, an exposure that further amplifies their own stress levels. Some of the factors contributing to these high levels of stress include natural disasters and human-caused events, as well as some of the most transformative discoveries and innovations in human history. We begin this paper, by examining how a constellation of consequential events are shaping our global society’s well-being, e.g., the COVID 19 pandemic, AI innovation and Climate Change. Next, we examine evidence-based interventions that may offer potential avenues for addressing these high levels of stress. For instance, development interventions focused on authentic leadership that can enhance leader and follower’s psychological capital or PsyCap, resulting in lowering levels of stress, especially when operating in work roles that have higher level of daily stress. These positive forms of leadership help to address the numerous challenges that individudals, organizations and communities face today and well into the future. A clear emphasis in our work is also placed on examining how positive forms of leadership and organizational behavior, can impact two very different, but critically important outcomes, including the individual and collective mental health and well-being in organizations, communities and societies. Consequently, the overall goal here is to recognize the problems we face across a broad range of first responder professions, while offering specific solutions to address those problems.

Getting What You Want or Backfiring? Green Transformational Leadership and Employee Green Behavior

Getting What You Want or Backfiring? Green Transformational Leadership and Employee Green Behavior

Empowering Leadership and Proactive Behavior: A Social Information Processing Perspective

Empowering Leadership and Proactive Behavior: A Social Information Processing Perspective