Perceived Leader Support Research Articles

Implementing eScreening technology in four VA clinics: a mixed-method study

BackgroundTechnology-based self-assessment (TB-SA) benefits patients and providers and has shown feasibility, ease of use, efficiency, and cost savings. A promising TB-SA, the VA eScreening program, has shown promise for the efficient and effective collection of mental and physical health information. To assist adoption of eScreening by healthcare providers, we assessed technology-related as well as individual- and system-level factors that might influence the implementation of eScreening in four diverse VA clinics.MethodsThis was a mixed-method, pre-post, quasi-experimental study originally designed as a quality improvement project. The clinics were selected to represent a range of environments that could potentially benefit from TB-SA and that made use of the variety eScreening functions. Because of limited resources, the implementation strategy consisted of staff education, training, and technical support as needed. Data was collected using pre- and post-implementation interviews or focus groups of leadership and clinical staff, eScreening usage data, and post-implementation surveys. Data was gathered on: 1) usability of eScreening; 2) knowledge about and acceptability and 3) facilitators and barriers to the successful implementation of eScreening.ResultsOverall, staff feedback about eScreening was positive. Knowledge about eScreening ranged widely between the clinics. Nearly all staff felt eScreening would fit well into their clinical setting at pre-implementation; however some felt it was a poor fit with emergent cases and older adults at post-implementation. Lack of adequate personnel support and perceived leadership support were barriers to implementation. Adequate training and technical assistance were cited as important facilitators. One clinic fully implemented eScreening, two partially implemented, and one clinic did not implement eScreening as part of normal practice after 6 months as measured by usage data and self-report. Organizational engagement survey scores were higher among clinics with full or partial implementation and low in the clinic that did not implement.ConclusionsDespite some added work load for some staff and perceived lack of leadership support, eScreening was at least partially implemented in three clinics. The technology itself posed no barriers in any of the settings. An implementation strategy that accounts for increased work burden and includes accountability may help in future eScreening implementation efforts.Note. This abstract was previously published (e.g., Annals of Behavioral Medicine 53: S1–S842, 2019).

Coffee Talk: A Jolt for Night Shift Education.

Education opportunities for night shift nurses are limited compared with those for their day-shift counterparts. However, patients remain critically ill regardless of shift and require intensive nursing care at all hours. Overnight, this care is often provided with fewer resources. These challenges can lead to disengagement and high turnover on the night shift. To see whether initiation of an informal education series called "Coffee Talk" could improve accessibility to learning for night shift nurses and elevate perception of support from administrators and overall job satisfaction. The lecture series was created to facilitate education for night shift nurses. The program features various speakers within the interdisciplinary team discussing topics chosen by the nursing staff. The talks are presented in an informal setting during overnight hours. An electronic survey tool was used to determine nurses' opinions regarding Coffee Talk, using a retrospective pretest and posttest format. Questions centered on the type of educational offerings, relevance to practice, perceived leadership support, convenience of attendance, and overall job satisfaction. More than half of the nurses (59%) responded. All scores improved from before to after the intervention. The largest increases occurred in convenience of educational offerings and nurses' perception of leaders removing barriers to learning. Overall job satisfaction increased from 83% to 93%. The introduction of an informal educational series improved nurses' access to education and nurses' feelings of support from administrators and overall job satisfaction.

Leadership roles and group climate in isolation: A case study of 4-subject 180-day mission

In an isolated and confined environment, leadership roles are important for mission success and harmonious interpersonal relationships. The task role benefits the achievement of mission goals and operational needs while the supportive role promotes emotional support and boosts morale. This study examined the effects of time on leadership roles and leadership influence among four crew members in a 180-day isolated and confined experiment. The crew members completed the Group Environment Scale around every two weeks to record their perceptions of leader support and leader control. Overall, perceived leader support decreased over the isolated and confined period, but the perception of leader control remained stable. Crew members perceived the role of leadership as providing support more than control. Leadership had a positive effect on the group climate by clarifying tasks and reducing aggression. Finally, the various functions of perceived leadership roles could be explained by crew composition and occupational features. The findings have implications that should be considered in future space missions and earth-based experiments when selecting leaders and arranging work duties with high autonomy. Further studies are needed to examine the generality of leadership roles in isolated and confined environments.

Meaningful engagement: Impacts of a ‘calling’ work orientation and perceived leadership support

AbstractGiven its positive relationship with valued organizational outcomes, worker-related engagement has become a prominent issue for practitioners and for scholars. While recent research has begun to validate various engagement antecedents and outcomes, little is known about the effects that work orientation and supportive leadership have on engagement, particularly among millennial workers, the soon to be dominant generational work group globally. To explore these gaps, we studied a particular form of work orientation – those indicating having a ‘calling’ – along with perceptions of how supportive leadership is for study subjects’ current work. Specifically, we posited positive worker engagement relationships for both worker calling and perceptions of leadership support, as well as for their interaction. Drawing upon a United States-based sample of 297 millennial workers, we found a positive relationship for each hypothesis. This study contributes to the expanding literature on the value of understanding how work orientation and leadership perceptions impact important organizational outcomes.

Meaningful Engagement: Impacts of a ‘Calling’ Work Orientation and Perceived Leadership Support

Given its positive relationship with valued organizational outcomes, worker-related engagement has become a prominent issue both for practitioners and scholars. While recent research has begun to v...

Understanding knowledge contribution in online knowledge communities: A model of community support and forum leader support

No research has quantitatively investigated knowledge contribution from the perspective of community support and leader support. Drawing on social exchange theory and organizational support theory, this study develops a model of perceived community support and leader support for knowledge contribution in online knowledge communities. The research model was tested using survey data collected from 169 online knowledge community users. The result shows that perceived community support and perceived leader support positively affect users’ knowledge contribution. Additionally, we identified the antecedents of perceived community support and leader support. Theoretical and practical implications are discussed.

The Perceived Leader Support Behavior for Subordinate's Creativity: The Moderating Effect of Trust

Problem statement: The main goal behind this study tries to figure out whether or not the leader’s supportive behavior will influence subordinates’ creativity and is there any affection of trust between leaders’ supportive behavior and subordinates’ creativity? Approach: This study was conducted to examine the relationships between leader support behavior and subordinate creativity and the moderating effect of trust on subordinates' creativity under the leader support behavior. Results: From the analysis, we found the supportive behavior of leaders, employees’ creativity and employee to leaders’ trust is significant related and trust is also partial moderating. Conclusion: Based on the finding of the this study, we argue that leadership of creative subordinates required leader support behavior and trust in management, thus, the creativity in organization could be enhanced.

서비스산업 종사원의 사회적 교환관계 인식과 조직시민행동의 관계

This study aims to understand the relation between the perceived social exchange of employees in service industry, which is focused on food service industry, and the organizational citizenship behavior, and to consider the efficiency of human resources management in service industry. To achieve the purpose of this study, a documentary study and an empirical study based on a structural equation model analysis were carried out. In this study, the social exchange consist of perceived leader support, perceived coworker support, and perceived organization support. Also the organizational citizenship behavior consist of organizational citizenship behavior for individual and organizational citizenship behavior for organization. And then, the relation between the variables was found out. Finally, based upon the results of analysis, this study was suggested for human resources management in service industry.

Leader behaviors and the work environment for creativity: Perceived leader support

This exploratory study investigated leader behaviors related to perceived leader support, encompassing both instrumental and socioemotional support. The study first established that leader support, proposed to be a key feature of the work environment for creativity, was positively related to the peer-rated creativity of subordinates working on creative projects in seven different companies. Then, to identify the specific leader behaviors that might give rise to perceived support, two qualitative analyses were conducted on daily diary narratives written by these subordinates. The first, which focused on specific leader behaviors that had significantly predicted leader support in a preliminary quantitative analysis, illuminated both effective and ineffective forms of leader behavior. In addition, it revealed not only subordinate perceptual reactions to this behavior (their perceptions of leader support), but affective reactions as well. The second qualitative analysis focused on the behavior of two extreme team leaders in context over time, revealing both positive and negative spirals of leader behavior, subordinate reactions, and subordinate creativity.

Group-Level and Individual-Level Mediators of the Relationship Between Soldier Satisfaction With Social Support and Performance Motivation

This research examined a model predicting soldier motivation. Line soldiers (N = 1,550) who had been members of personnel-stabilized battalions for at least 6 months responded to a questionnaire assessing perceptions of support received from peers and from leaders, identification with the work unit (company or battery), job-related self-esteem, personal adjustment, and performance motivation. Perceived leader support was a stronger predictor of performance motivation than was peer support, although both predictors demonstrated significant effects. In both cases, group-level mediation of the relationship between support and motivation was stronger than individual- level mediation. Findings indicate a need for increased emphasis on identi- fying leaders and training them in behaviors that will be seen as supportive of subordinates.