Download or read book The Effect of Leader Empowering Behaviours on Staff Nurses sic Workplace Empowerment Psychological Empowerment Organizational Commitment and Absenteeism written by Gladys A. Peachey and published by . This book was released on 2002 with total page 312 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Effects of Leader Empowering Behaviours on Staff Nurses Empowerment and Work Engagement written by Paula Maria Greco and published by . This book was released on 2005 with total page 140 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Role of Leader Empowering Behaviors on Work Engagement and Intent to Stay Among Staff Nurses in Acute Care Hospitals written by Ingrid A. Kindipan and published by . This book was released on 2017 with total page 135 pages. Available in PDF, EPUB and Kindle. Book excerpt: Leader empowering behavior is a facilitative process where employees perceive their leader to allow self-management and self-leadership of employees. Leader empowering behaviors can be perceived by employees as either enabling or burdensome. The purpose of this descriptive correlational study was to examine the relationship of leader empowering behaviors with nurse demographics, work engagement and intent to stay. A convenience sample of nurses (N = 212) employed in various nursing units within four hospitals completed an online survey related to perceived leader empowering behaviors, and the nurse's level of work engagement and intent to stay in his/her organization of employment. Overall, the staff nurses in this study perceived their leader to be empowering (M = 5.62, SD = 1.07). A moderate, positive correlation was found between leader empowering behavior (LEB) and work engagement [([rho]) = 0.4559, p[less than]0.001)]. A moderate, positive correlation was also found between leader empowering behavior and Intent to stay, [([rho]) = 0.4937, p[less than]0.001)]. A strong, positive correlation was found between Intent to stay and work engagement, [([rho]) = 0.5164, p [less than]0.001)]. No significant differences were found between the staff nurse's age groups (p = 0.368) and LEB. No significant differences were found in LEB when the sample was divided into the staff nurse's age groups, education level, years in current department/unit, years in current hospital, years in nursing, employment status, and shift worked. The results of the study highlight the significance of leader empowering behaviors on staff nurse empowerment, work engagement, and intent to stay in their organization of employment.

Download or read book Factors Impacting on the Clinical Leadership Behaviours of Staff Nurses at the Point of Care written by Romana Raby and published by . This book was released on 2014 with total page 201 pages. Available in PDF, EPUB and Kindle. Book excerpt: Nursing leadership, combined with psychological and structural empowerment has been linked to improved patient safety and outcome as well as increased job satisfaction and job effectiveness for employees. A nurses ability to operate as a clinical leader is affected by their workplace. Organisations that empower nurses to practice their profession optimally are organisations which optimise conditions for providing safe patient care. In the New Zealand (NZ) context, there appears to be minimal research regarding nursing empowerment, as well as negligible anecdotal evidence of the practical application of concepts such as transformation. This research sought to identify the clinical leadership behaviours of nurses, their current level of empowerment and the factors that influence their work effectiveness. Staff nurses at NZ's dedicated tertiary children's hospital were invited to complete a survey. Multinomial logistic modelling was used to determine the factors that influence the respondents' perception of their structural empowerment (Conditions of Work Effectiveness Questionnaire [CWEQII]), psychological empowerment (Psychological Empowerment Scale [PES]) and their clinical leadership (Clinical Leadership Inventory [CLI]) behaviours. Of the 542 nurses invited to participate, 224 responded. Nurses scored moderately high to high on both structural (CWEQ-II, M = 20.07) and psychological empowerment instruments (PES, M = 15.17). Overall they showed high levels of clinical leadership, identifying that clinical leadership behaviours were used most of the time (4.4) (>4 on a 5 point scale). Nurses who perceived they were structurally empowered (had access to information, support, resources and opportunities) also experienced psychological empowerment (found meaning, competence, selfdetermination and impact in their practice) (correlation between the total scores of CWEQ-II and PES; 0.53). The more supported they were by the organisation, the more able they were to operate as clinical leaders (correlation between CWEQ-II and CLI; 0.73). It was also found that NZ trained nurses were more psychologically empowered than those trained elsewhere and furthermore, nurses with greater than ten years clinical experience and who possessed a higher education were at greater risk of perceived structural and psychological disempowerment. This study showed that overall, staff nurses within NZ's children's hospital perform well as clinical leaders with good structural empowerment from hospital management. Management could sustain and even improve nurse empowerment by auditing the provision of structural empowerment, as all elements played an equal part in supporting clinical leadership, as well as providing extra support for nurses trained abroad and identifying the support needs of nurses with greater than six years' experience. These findings assist understanding on how best to develop and support nurses so they are enabled to provide the clinical leadership essential for optimising care and improving patient outcomes.

Download or read book Leadership Behavior Impact on Employee s Loyalty Engagement and Organizational Performance written by Raimi-Akinleye Abiodun and published by AuthorHouse. This book was released on 2010-10-08 with total page 110 pages. Available in PDF, EPUB and Kindle. Book excerpt: Every organization is looking for ways to improve employee participation, loyalty and engagement; which most scholars believe could help with the organization' performance. We all know that leading with character is a good management skill for any leader that wants to be successful and effective. In this book, the following are seen as some characteristic behaviors that could distinguish a competitive and skillful leaders from others. When you are visible in the organization, know how to handle diversity, set expectations and most importantly know how to communicate and listen to your customers and employees, the result is always good for the organization. People begin to feel valued, respected and their sense of belonging begins to improve. The impact of employee feelings and perceptions will be seen on how they feel about the organization in general. The importance of good leadership on organization's performance and productivity is unquestionable and should be a driving force for leaders to demonstrate behaviors that are essential and productive.

Download or read book How Does Employee Empowerment Contribute to Higher Individual and Workgroup Performance an Empirical Assessment of a Trickle down Model in Law Enforcement Agencies in Ohio written by Jongsoo Park and published by . This book was released on 2017 with total page 183 pages. Available in PDF, EPUB and Kindle. Book excerpt: Recent studies on empowerment in public administration have shown many benefits of employee empowerment, including higher job satisfaction, organizational commitment, innovative behavior, and perception of workgroup performance (Fernandez & Moldogaziev, 2011, 2013a, 2013b). However, empowerment's potential contributions to individual and organizational performance remain largely unexplored. The few studies that have examined the connection between employee empowerment and performance outcomes relied on self-reported measures, which are unreliable and inaccurate (Meier & O'Toole, 2013). Moreover, these studies do not provide much insight about the underlying processes through which empowerment from the top of an organization may trickle down to the bottom of the organization. The present study fills these gaps by examining the direct and indirect effects of empowering managerial practices on attitudes, behaviors, and performance of employees at both the individual and workgroup levels. The main research question of this study is: does empowerment lead to higher employee and organization performance in public agencies? To address this question, the study develops a cascading or "trickle-down" model of empowering leadership, in which senior managers' empowering managerial practices are expected to influence junior managers' empowerment practices, which, in turn, are expected to affect frontline employees' work behaviors. More specifically, this study first examines how senior managers' empowering leadership practices affects junior managers' feelings of being empowered and their use of empowering practices toward their direct reports. Second, this study examines the association of junior managers' empowering leadership practices with performance outcomes at different levels. These effects are evaluated in relation to employee effectiveness (i.e., task performance, conscientiousness, and voice), workgroup effectiveness (unit-level task performance, conscientiousness, and voice as well as overall work-unit effectiveness), and managerial effectiveness. Finally, assuming a distinction in the leadership influence between upper and lower levels (Yang, Zhang, & Tsui, 2010), this study examines whether the influence of senior managers' empowering leadership practices can be achieved through full or partial mediation (i.e., the cascading effect) by junior managers' psychological empowerment and their empowering leadership practices. These linkages are assessed with data collected from 507 manager-supervisor-subordinate triads in law enforcement agencies in Ohio. The problem of common method bias is addressed by employing three separate surveys and three sources of data: frontline employees, line supervisors (i.e., junior police officers), and senior team leaders (i.e., senior police officers). The analysis shows a positive relationship between senior (upper-level) and junior police officers (lower-level)' empowering leadership and this relationship is mediated by junior police officers' perceived psychological empowerment. It also reveals positive associations between junior police officers' empowering leadership (lower-level) practices and the behaviors and performance of their direct reports and workgroups. Furthermore, the analysis suggests that the influence of senior police officers' empowering leadership on group-level performance outcomes are mediated first by junior police officers' perceptions of psychological empowerment and second by their use of empowering leadership. However, there is only marginal support for such three-path mediation effects on employee in-role and extra-role behaviors at the individual level. Finally, while junior police officers' empowering leadership is positively related to subordinate ratings of managerial effectiveness, there is no such association with supervisor ratings of managerial effectiveness. The present study provides a better understanding of the influences of employee empowerment across organizational hierarchy, by demonstrating that the influences of empowering leadership occur not only directly, among immediate followers, but also indirectly, across hierarchical levels, through the cascading of senior leaders' influences on subordinate leader behaviors. Theoretical and practical implications for research on empowering leadership, psychological empowerment, individual and group-level performance outcomes, and managerial effectiveness are discussed.

Download or read book Leader Behavior Impact on Staff Nurse Empowerment written by Janet M. Foor and published by . This book was released on 2004 with total page 84 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Effect of Leadership Behaviour on Staff Nurse Perception of Workplace Empowerment microform written by Linda Marie McMahon and published by National Library of Canada = Bibliothèque nationale du Canada. This book was released on 1998 with total page 182 pages. Available in PDF, EPUB and Kindle. Book excerpt: The results of this study contribute to the growing body of knowledge and empirical evidence supporting Kanter's (1993) theory of organizational behaviour in nursing populations. (Abstract shortened by UMI.).

Download or read book Contemporary Leadership Behavior written by Eleanor C. Hein and published by Lippincott Williams & Wilkins. This book was released on 1994 with total page 514 pages. Available in PDF, EPUB and Kindle. Book excerpt: The practice of leadership is the practice of every professional nurse. The fourth edition of this text continues to focus on enhancing and using leadership behaviors in the practice setting. The book contains black-and-white illustrations.

Download or read book Effects of Leader Empowerment Behaviors and Followers Personal Control Voice and Self efficacy on In role and Extra role Performance written by Chun Hui and published by . This book was released on 1994 with total page 374 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Can Leader humility Spark Employee proactivity The Mediating Role of Psychological Empowerment written by and published by . This book was released on 2018 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt: Abstract : Purpose: The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship. Design/methodology/approach: Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model. Findings: Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment. Research limitations/implications: One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership. Practical implications: Managers should demonstrate more humble behaviors in their leading process to influence employees' psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees' identification with leader. Social implications: Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society. Originality/value: This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.

Download or read book Leader Empowering Behavior and Burnout in Nurses a Quantitative Study written by Betha Christeen Rutledge and published by . This book was released on 2015 with total page 239 pages. Available in PDF, EPUB and Kindle. Book excerpt: The purpose of the current study was to determine to what extent a relationship existed between reports of leader empowering behavior and self-reported burnout among registered bedside nurses in a medium-sized, nonprofit hospital in North Texas. A convenience sampling of registered nurses working in staff positions resulted in a 36% response rate; 102 useable responses were analyzed from 286 distributed. Guided by empowerment theories proposing that structural, psychological, and intrinsic constructs empower, and theories that support burnout as a consequence from lack of empowerment, the researcher used a quantitative, correlational approach, namely Pearson’s Product-Moment correlation, to answer the overarching research question, is there a relationship between reports of charge nurse’s empowering behavior and the staff nurse’s report of burnout? Significant inverse correlations were found between reports of leader empowering behavior and self-reported burnout (r = -.40, p

Download or read book The Effect of Leadership Behaviour on Staff Nurse Perception of Workplace Empowerment written by and published by . This book was released on 1998 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Perceived Leader Empowering Behaviour and Work related Outcomes written by Amelia Xinlei Huang and published by . This book was released on 2020 with total page 122 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Effect of Work Empowerment and Organizational Trust on Job Satisfaction and Organizational Commitment of Staff Nurses written by Annette F. Buse and published by . This book was released on 2010 with total page 70 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Antecedents of Leader Empowering Behaviour written by Ladan Mohebbinia and published by . This book was released on 2015 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt: Interest in employee empowerment persists given the wide range of positive individual and organizational outcomes associated with an empowered workforce. Psychologically empowered employees perform better (Ahearne et al., 2005), undertake extra-role behaviour (Den Hartog & De Hoogh, 2009; Raub & Robert, 2010), are more satisfied (Vecchio et al., 2010), are more intrinsically motivated (Chen et al., 2011; Zhang & Bartol, 2010), are more committed (Hassan et al., 2012; Konczak et al., 2000; Mare, 2007), and are more engaged (Tuckey et al., 2012). Despite these positive outcomes communicated to leaders, interventions fail to reach the expected results. Yet, existing research rarely examine empowerment from the view of the leader. This study attempts to fill this gap by elucidating on factors that contribute to our understanding of why certain leaders empower whereas others don't. To that end, relational, personality and situational variables and their relationship with leader empowering behaviour were examined on a sample of leaders within seven ministries of a Canadian provincial government. It was found that the more inclusive the leader self-defines in his/her relationships at work, the more likely he/she is to empower subordinates. The personality attributes of honesty-humility (positively), moral identity (positively), and desire for dominance (negatively) were also found to be associated to leader empowering behaviour. Positional insecurity was found to negatively predict leader empowering behaviour. Furthermore, results reveal that leaders with a higher sense of power are more likely to empower, in divergence with the literature on power as a corrupting force (Kipnis, 1972; Maner & Mead, 2007). Also, contrary to expectation, the involvement trait of organizational culture was found to be unrelated to leader empowering behaviour. This finding is consistent with the research on power and it's suppressing of contextual influences in favour of more internal traits to the leader (Galinsky et al., 2003). Leader sense of power and collective self-concept emerged as the two most important variables predicting leader empowering behaviour. This study has significant implications for the field of leadership. For a more empowering organization, it is recommended that leadership programs work to develop a more inclusive self-concept in their leaders, following which, they can be entrusted with more power.

Download or read book Self Leadership written by Christopher P. Neck and published by SAGE Publications. This book was released on 2016-06-17 with total page 358 pages. Available in PDF, EPUB and Kindle. Book excerpt: Written by the scholars who first developed the theory of self-leadership (Christopher P. Neck, Charles C. Manz, & Jeffery D. Houghton), Self-Leadership: The Definitive Guide to Personal Excellence offers powerful yet practical advice for leading yourself to personal excellence. Grounded in research, this milestone book is based on a simple yet revolutionary principle: First learn to lead yourself, and then you will be in a solid position to effectively lead others. This inclusive approach to self-motivation and self-influence equips readers with the strategies and tips they need to build a strong foundation in the study of management, as well as enhancing their own personal effectiveness.