Leadership Behavior Research Articles

Inspiring nurses’ sustainability mindset: Exploring the Mediating Role of Organizational Culture on the relationship between Pro-social Leader behaviors and nurses’ sustainability consciousness

BackgroundSince nurses are at the frontline of healthcare delivery, their actions and understanding of the environment have a big impact on how long healthcare systems can last. It is essential to comprehend the elements that impact nurses’ sustainability consciousness to encourage ecologically conscious actions in the healthcare industry.AimThis study aimed to explore the relationship between pro-social leader behaviors and nurses’ sustainability consciousness and testify to the mediating role of organizational culture in this relationship.DesignA cross-sectional descriptive correlational design by STROBE criteria was used.Methods and toolsAn approach to a judgmental non-probability sampling technique was employed to obtain data from 350 nurses in an Egyptian hospital. Three measurement surveys were employed: Organizational Culture Survey, Prosociality Scale, and, Sustainability Consciousness Questionnaire (SCQ-S). Relationships were shown using structural equation modeling and descriptive and inferential statistics.Results53.4% of nurses have high perceptions of organizational culture, and the majority of nurses (85.7%) have high perceptions of prosocial leader behaviors. Furthermore, 60.9% of nurses have high perceptions of sustainability consciousness. Additionally, Prosocial leader behaviors positively correlated with organizational culture (r = 0.129) and nurses’ sustainability consciousness (r = 0.274). The indirect effect of prosocial leader behaviors on nurses’ sustainability consciousness through organizational culture is calculated by multiplying the coefficients of both direct effects (0.129 * 0.159 = 0.811). This means that for each unit increase in prosocial leader behaviors, we would expect a 0.811 unit increase in nurses’ sustainability consciousness through the mediating effect of organizational culture. The model appears to match the data well based on the model fit parameters (CFI = 1.000, IFI = 1.000, RMSEA = 0.114).ConclusionsThe study highlights the impact of pro-social leader behaviors on nurses’ sustainability consciousness through the organizational culture as a mediating factor. Nursing Implications: Findings from this research can promote environmental stewardship and sustainable practices in the healthcare sector by illuminating the elements that can encourage and support a sustainability-oriented mindset among nurses. To promote a more sustainable future for the nursing profession, the findings can guide activities in nursing education, corporate culture transformation, and leadership development.

Creative Self Efficacy in Mediating the Effect of Transformational Leadership and Innovative Behavior on Employee Performance

PT Pegadaian (Persero) is one of financial institution in the form of channeling funds to the public on the basis of the law of pawning. PT Pegadaian (Persero) Regional Office VII Denpasar in 2018 - 2020 has a low KPI value in the last 3 years compared to other regional offices throughout Indonesia. The decline in employee performance can be influenced by several factors, including leadership, innovative behavior and creative self-efficacy. This study was conducted to determine the role of creative self-efficacy in mediating the effect of transformational leadership and innovative behavior on employee performance. The sampling technique used was proportionate random sampling as many as 227 respondents were employees of PT Pegadaian (Persero) Regional Office VII Denpasar. Data were analyzed using Confirmatory Factor Analysis (CFA), Structural Equation Modeling (SEM) based on Partial Least Square (PLS). The results shows creative self-efficacy, transformational leadership and innovative behavior have a positive and significant effect on employee performance (t statistic > 1.96). The results of the mediation analysis showed that creative self-efficacy was not able to mediate transformational leadership on employee performance (18.3%) but was able to partially mediate the effect of innovative behavior on employee performance (41.7%). This research is expected to be empirical evidence for future research and to be able to enrich the theory of social exchange, transformational leadership, innovative behavior and creative self-efficacy. In addition, this research is expected to provide information as a leader in improving employee performance in the PT Pegadaian (Persero) Regional Office VII Denpasar.

Clinical Clerkship With or Without Scheduled Patient Consultations: Does It Make a Difference to Medical Students’ Experiences of Learning?

Abstract Background Becoming a medical expert involves leadership and professionalism, which are critical skills to learn in medical education. However, a gap exists in understanding how didactic variations in the organisation of clinical clerkships impact medical students’ opportunities to develop these skills. This study explored how clinical clerkships with or without scheduled patient consultations affect medical students’ experiences of learning leadership and professional behaviour. Materials and Methods We conducted a qualitative, quasi-experimental study. Data were gathered through 11 end-of-clerkship focus group interviews with 87 fifth-year medical students who participated in one of two 8-week clerkships at a surgical department: a clerkship with a mentor physician or a clerkship with scheduled patient consultations in combination with a mentor physician. Using a constructivist lens, we analysed the focus group interview transcripts and applied grounded theory principles to the iterative coding process. Results The analyses resulted in a descriptive framework displaying nine themes. Each theme was described as a spectrum of meanings that offers a nuanced understanding of how didactic variations in the organisation of clerkship impact how students ascribed meaning to the learning experiences in undergraduate medical education, focusing on learning leadership and professional behaviour. Discussion This study investigates differences in student learning experiences when participating in a clerkship with or without scheduled patient consultation and, therefore, adds new insight into the need for a balanced, thoughtful, and didactic approach to medical education that considers both clinical exposure and co-regulated learning.

Power imbalance in hospital dual management system and its impact on turnover.

With the deepening of the healthcare reform in China, the competition in the sector is becoming fiercer leading to several unintended consequences such as talent turnover, which highly affect hospital development. Taking the case of a specialized university-affiliated stomatology hospital in Guangzhou, this thesis aims to analyze the main factors that contribute to talent turnover in this type of hospitals. The loss of talents in the field of stomatology is not unique to China and represents a significant problem in both developed and developing countries. The data for the study were collected from post facto live interviews conducted with 21 resigners to understand their feelings and motivations after the passage of time. The data were coded and concepts refined using MAXQDA software to form 18 sub-categories and six aggregate dimensions leading to the construction of two theoretical models. The balance of power embedded in the dual leadership system characteristic of Chinese organizations and corresponding leadership style and behavior, deeply affect the turnover of talents. The more unbalanced the power, the greater the impact on turnover. Based on the situation studied, a power imbalance allowed for individual behaviors that determined the development of the hospital and directly affected institutional fairness, culture, working atmosphere and ultimately led to turnover.

Transformational leadership and consumer citizenship behavior on employee creativity: The mediating role of intrinsic motivation

Implementing a suitable leadership style and understanding consumer citizenship behavior can increase employee creativity. Intrinsic motivation is necessary to support consumer citizenship behavior and transformational leadership in improving employee creativity. This study examines how consumer citizenship and transformational leadership affect employee creativity, using intrinsic motivation as a mediating factor. 46 respondents represent the study's sample, and the population focus is Bank Syariah Indonesia employees. The study's findings show that: customer citizenship behavior influences intrinsic motivation, which in turn influences employee creativity; employee creativity is not impacted by customer citizenship behavior; employee creativity is impacted by intrinsic motivation; employee creativity is mediated by intrinsic motivation; employee creativity is impacted by transformational leadership; employee creativity is impacted by transformational leadership; employee creativity is impacted by transformational leadership; and employee creativity is not mediated by intrinsic motivation.

Promoting leadership and communication skills in emergency medicine residents: the role of High-Fidelity Simulation

The residency program in Emergency Medicine should include formal training in Non-Technical Skills (NTS). We evaluated the effectiveness of a program based on High-Fidelity Simulation (HFS) to improve the leadership and communication skills of residents in Emergency Medicine. In this prospective observational study, we performed 6 simulation sessions, each with 3 scenarios about the management of the critically ill. In the second to the fifth session, participants received specific training about: the ABCDE (Airway, Breathing, Circulation, Disability, Exposure) approach, leadership, communication, and situation awareness, one topic per session. Technical Skills (TS) were measured as the percentage of critical actions correctly performed by participants during the primary examination. NTS were rated by the Leadership Behavior Description Questionnaire (LBDQ), Communication Competence Questionnaire (CCP), and Clinical Teamwork Scale (CTS). The trend over the following sessions was evaluated. We examined 90 scenarios, 15 scenarios per session (three scenarios repeated 5 times). The LBDQ score reached in the fifth and sixth sessions (fifth: 25 [20-30]; sixth: 25 [22-29]), was significantly higher than that obtained in the first, second, and third ones (first: 23 [18-24]; second: 22 [16-26]; third: 20 [14-26], all p<0.05). The percentage of correctly performed actions during ABCDE assessment (10 [7-14] vs. 17 [15-19]), as well as CCQ scores (46 [42-48] vs. 51 [47-52]) and CTS scores (82 [64-88] vs. 94 [91-101], all p<0.01), increased significantly between the first and the last session. HFS confirmed to be an effective instrument to allow Emergency Medicine residents to acquire NTS skills in a safe environment.

What leader behaviors evoke employee innovative work behavior in Asia? Validation of a new survey scale

Abstract In Asian workplaces, effective innovative work behavior (IWB) presents challenges. Knowledge on how Asian leaders can promote employee IWB through their behavioral repertoire is needed. This assumption prompted us to develop and validate the so-called Innovative Leader Survey (ILS), covering a repertoire of leader behaviors by which employee IWB is stimulated in Asia. Study 1 interviewed 60 high-performing leaders and employees on such behaviors, bringing forth three leader-behavioral dimensions and survey items for fostering employee idea generation, promotion, and implementation, labeled Envisioning, Energizing, and Enabling. Study 2 involved 1,037 survey respondents through which we validated these three sets of specific leader behaviors. Study 3, with 287 respondents, established ILS’s discriminant validity while all of its 11 operationalized leader behaviors were found to predict their followers’ IWB after 4 months. Future research with the ILS is proposed to enrich theory and empirical research on the relationship between effective leadership and employees’ IWB in Asian organizations.

Culture and Preferred Leadership Behaviors: A Cross-Cultural Exploration of Slavic Nations

This study examines the relationships between societal cultures and preferred leadership behaviors across seven Slavic nations: Bosnia and Herzegovina, Croatia, the Czech Republic, North Macedonia, Poland, Russia (in two regions), and Serbia. The results depict variations in the associations between cultural dimensions and leadership behaviors within the Slavic context, revealing both consistent patterns and intriguing differences across countries, underscoring their cultural diversity. The obtained results contribute to the field of cross-cultural leadership and provide deeper insights into leadership dynamics within Central and Eastern European countries.

Czech Leadership Culture: Determinants of Preferred Leader Behaviour

This study investigates the leadership culture within the Czech Republic, using a survey of 389 participants to examine factors that influence leader behavior preferences. The study addresses the gap in specific research on Czech leadership, seeking to reveal employee preferences in leadership behaviors and how these may be connected to national cultural values. It tests hypotheses related to the influence of culture, region, age, gender, education, and organizational type on preferred leadership behaviors. Findings indicate notable regional differences in leadership preferences, with more subtle variations observed across gender, educational background, and types of organizations.

A Tossed Salad: Heterogeneity of Societal Culture and Preferred Leader Behavior in the Russian Federation

In this study, we examine societal-cultural values and employee preferences for explicit leader behaviors and their relationships in the Russian Federation. Our analyses of data obtained from samples in two large regions (Siberia and Western Russia); indicate the heterogeneity, that is, differences of the traditional, Slavophile-Orthodox, and Western-like characteristics therein. In doing so, we contribute to the literature on culturally contingent business leadership in Russia, by providing a basis for and stimulating research to enlarge and systematize the literature and construct useful practical recommendations.

Bridging Culture and Leadership: Unveiling Values and Styles in North Macedonia

Culture and leadership display various patterns of interrelationship across countries and regions. However, research is sparse for Slavic countries and especially for small countries like the Republic of North Macedonia. Therefore, this paper tries to explore the linkages between culture dimensions and preferred leader behavior in the country focusing on differences between the capital city of Skopje and the rest of the country. The study utilizes Values Survey Module and Leader Behavior Description Questionnaire XII on a sample of 259 employees. The results show statistically significant differences for one cultural dimension and most of the preferred leader behavior dimensions. There is a complex matrix of positive and negative correlations between the culture dimensions and preferred leader behavior with regional variations in the correlation matrix. Having in mind the small and convenient sample, more studies are needed to further explore such linkages.

A Comparison of Preferred Leader Behaviors in Slavic Countries: Three Tribes and Seven Nations

The purpose of this study is to examine and compare the employee preferences for explicit leader behaviors within and across seven Slavic countries, belonging to three Slavic tribes. Our analyses of data obtained from 2542 participants revealed several patterns of similarities in volume and distribution as well as magnitude and structure of these preferences between and within the participating nations, their regions and tribes. The differences, however, are inconsistent. We contribute to the “Black Box” of cross-cultural leadership literature and hope to stimulate further research demystifying and facilitating leadership research and practice in these astonishing nations.

Neo-institutionalism perspective on local governance in Lombok: Reinstitutionalisation of Tuan Guru in the Indonesian decentralization era

This article delves into an examination and analysis of leadership models within local government institutions in Indonesia, employing the conceptual framework of new institutionalism. We contend that informal local institutions within communities not only influence the behavior and identity of leaders as actors but, within the context of decentralization, have also undergone a process of reinstitutionalization regarding roles and functions, employing distinct patterns of appropriation. Employing an interpretive approach, this article focuses on phenomena within the management of local governance in the West Nusa Tenggara province. Data were collected through in-depth interviews, literature studies on local history, and online news searches. Through a case study of local governance in West Nusa Tenggara province, particularly Lombok, the article reveals that the Tuan Guru, an informal local institution in Lombok society, has experienced reinstitutionalization through vertical and horizontal appropriation. The conclusion drawn is that decentralization has created opportunities for informal institutions to re-establish their roles within formal governance through appropriation patterns.

Exploring Societal Culture and Preferred Leader Behavior in Bosnia and Herzegovina

This study explores relationships between societal culture value dimensions and preferred leader behavior in Bosnia and Herzegovina (BIH). It is one of the first studies that provide an overview of the dimension of Monumentalism in BIH and bring together all seven cultural dimensions, thus contributing to their overall understanding. Data in two observed regions (region Bosnia, region Herzegovina) have not yielded significant differences in preferred leader behavior across regions, and regarding cultural dimensions, significant differences among regions were found only for Individualism and Masculinity, implicating relatively homogenous culture in BIH. While Power Distance has no significant correlations with any of the preferred leadership behaviors, significant correlations were found for other cultural dimensions. The study’s results contribute to a deeper understanding among leaders and employees and enhance managerial effectiveness.

Where West Meets East: Culture and Preferred Leader Behavior in Poland A and Poland B

Geographically and politically, Poland is a Central European country traditionally divided into two regions located to the west and east of the Vistula River. This division has come to be known as Poland A and Poland B. Despite ongoing debates over the past decade regarding the political and economic disparities between these regions, there has been a notable absence of research exploring their cultural distinctions. To address this gap, this study analyzed the cultural variances between these regions, as well as differences in preferred leadership behaviors among individuals born before and after the transition year of 1989. Through multivariate analyses of variances (MANOVA) tests conducted on a sample of 266 respondents, our research unveiled significant differences in several cultural dimensions and leadership styles, partially confirming our initial hypotheses. We discuss these findings in the context of existing research on Polish culture within cross-cultural and international business literature.

Opening the Black Box: Editorial to the “Culture and Leadership in Slavic Nations” Special Issue in the Cross-Cultural Research Journal

This Special Issue is an installment of the series of studies carried out by the Centre for Cross Cultural Comparisons ([ https://crossculturalcentre.homestead.com/ ]( https://crossculturalcentre.homestead.com/ )), an international voluntary association of researchers, students and practitioners interested in the global study of culture and leadership. This Consortium investigates the relationships among preferred leader behavior dimensions and societal cultural values of employed businesspeople across the globe, with the intent of improving managerial leadership practice in businesses.

Leadership behavior, thrive factors and corporate social responsibility orientation in real estate industry: Basis to people management framework

Leadership behavior, thrive factors and corporate social responsibility orientation in real estate industry: Basis to people management framework

Leadership and employee behaviour: the mediating and moderating role of cognitive trust and organizational culture

Leadership and employee behaviour: the mediating and moderating role of cognitive trust and organizational culture

Leadership matters: The role of destructive leadership behavior and teachers’ demographic characteristics on teachers’ social engagement with students

The study intended to investigate the role of destructive leadership behavior, and teachers’ demographic characteristics on teachers’ social engagement with students in colleges of teacher education in the State of Amhara. A mixed method with an explanatory sequential design was employed. 397 teachers and 366 students participated in the quantitative data collection (questionnaire), whereas the qualitative data were collected with the help of interviews with college deans and teachers. Data collected through a questionnaire was analyzed through descriptive and inferential statistics. On the other hand, narration and interpretation were employed for qualitative data analysis. Findings revealed that deans’ destructive leadership behavior was exhibited significantly. Teachers were socially engaged with students (t (396) = 58.902, d = 0.54, p = .000). Deans’ destructive leadership behavior and demographic characteristics explain teachers’ social engagement with students. However, demographic characteristics only have a minimal contribution in explaining teachers’ social engagement with students. In conclusion, demographic characteristics have no role in teachers’ social engagement with students but destructive leadership behavior plays a role. Finally, recommendations were forwarded to potential stakeholders.

Leading Knowledge Exploration and Exploitation in Schools: The Moderating Role of Teachers’ Open Innovation Mindset

Aim: The purpose of this paper is to identify teacher-level latent profiles of open innovation mindset and explore how these profiles moderate the effects of leader-member exchange on their exploitation and exploration activities. We also aim to investigate the indirect effects of principal transformational leadership on exploration activities via leader-member exchange. Research Design: Using a sample of 3,075 teachers working in 261 schools from 12 provinces across Türkiye, this study, first, employed a moderation analysis with latent profiles variables and, second, conduct a two-level structural equation model. Findings: Latent profile analysis produced three types of teacher mindset profiles: growth, average, and fixed. Findings indicate the quality of the dyadic exchange with the school principal did not influence engagement in exploitation activities of teachers with a growth mindset, whereas it contributed to the exploration activities of those teachers. Our results showed that when teachers perceived that their principal exhibited a higher level of transformational leadership behavior, they were more likely to have a higher leader-member exchange, which in turn increased the teachers’ exploration behavior. Implications: This study highlights both exploitative and explorative activities are facilitated by high-quality work-related social processes within the school, and we need to recognize affective and relational contexts in the schools, as they are primarily social institutions.