Authentic leadership and its impact on creativity of nursing staff: A cross sectional questionnaire survey of Indian nurses and their supervisors

The Impact of Entrepreneurial Leadership on Nurses’ Innovation Behavior

“…This study extends our knowledge and understanding of the effective leadership type that fosters employees’ IWB (Chen et al., ; Weng et al., ), specifically in healthcare organizations. Our research also contributes to the few studies that have explored the impact of leadership behavior on nurses’ IWB (Malik et al., ; Xerri, ). Furthermore, this study contributes to the limited research on EL in a specific context other than small and new businesses (Bagheri, Lope Pihie, & Krauss, ; Kim et al., ), that is, healthcare organizations, which has been investigated by few researchers (Ballein, ; Currie et al., ; Guo, ).…”

“…While the significant impact of leadership on nurses’ innovation and creativity has been highlighted in developing countries (Malik et al., ), this research provides, as far as we know, the first empirical evidence on the effectiveness of EL on nurses’ IWB, specifically in Iran. In accord with previous research (Guo, ; Herrmann & Felfe, 2013), our findings emphasize the critical influence of developing new leadership competencies in healthcare leaders to enable them to create an effective climate and strategies for innovation development and generating innovative solutions for the challenging and complicated problems of healthcare organizations (Chen et al., ; Kang et al., ; Kessel et al., ).…”

“…To our knowledge, this study provides some of the first empirical findings on the influence of EL on IWB in healthcare organizations, specifically in Iran. The research also contributes to the few studies on the association between leadership and nurses’ IWB (Malik et al., ; Xerri, ).…”

Impact of workplace violence against nurses’ thriving at work, job satisfaction and turnover intention: A cross‐sectional study

“…The key to the question is how to manage and improve the SWB of nurses. Based on the modulating effect of SWB discussed in this study, the feasible measures and suggestions for managers are as follows: promoting nurses’ togetherness and cooperation, such as working and learning in groups (Utriainen & Alamursula, ); enhancing fluent and practical organisation of work; encouraging senior nurses to assist novice nurses in their work (Chana, Kennedy, & Chessell, ); establishing freedom to express diverse feelings in the work community (Perry, Willis, Peterson, & Grace, ); clearing and defining the status related to the work itself; keeping fair and supportive leadership; ensuring smooth flow of information in the workplace; encouraging knowledge sharing; and improving the creativity of nurses (Malik, Dhar, & Handa, ). These measures are conducive to enhancing the SWB of nurses, which plays a moderating role in the influence of WPV on job satisfaction and turnover intention.…”

Authentic leadership in healthcare: a scoping review

“…This research theme included research on many psychological and rather personal issues involving working life. To be precise, the studies in this category included research on AL's relationship with psychological wellbeing at work (Nelson et al, 2014), work engagement (Bamford et al, 2013;Stander et al, 2015), job satisfaction (Giallonardo et al, 2010;Wong and Spence Laschinger, 2013;Spence Laschinger and Fida, 2014b;Rahimnia and Sharifirad, 2015;Read and Spence Laschinger, 2015;Spence Laschinger and Fida, 2015;, creativity (Malik et al, 2016), two dimensions of thriving (learning and vitality) (Mortier et al, 2016), voice behaviour (Wong and Cummings, 2009;Wong et al, 2010), performance (Wong and Cummings, 2009;Wong and Spence Laschinger, 2013) Part of the mediating factors in these studies were individual issues, such as personal and social identification (Wong et al, 2010;, occupational coping self-efficacy , psychological capital (Spence Laschinger and Fida, 2014b), trust in organisation (Stander et al, 2015), trust in manager (Wong and Cummings, 2009;Wong et al, 2010), person-job match (Bamford et al, 2013;Spence Laschinger and Read, 2016), optimism (Stander et al, 2015), empathy (Mortier et al, 2016), job satisfaction (Spence Laschinger et al, 2012), work engagement (Giallonardo et al, 2010;Wong et al, 2010), attachment insecurity (Rahimnia and Sharifirad, 2015), emotional exhaustion (Spence Laschinger et al, 2012; Laschinger and Fida, 2014a; Spence Laschinger and Fida, 2014b), cynicism (Spence Laschinger and Fida, 2014a; Spence Laschinger and Fida, 2014b), and burnout . Other mediating factors, such as work climate (Nelson et al, 2014), civility norms (Spence Laschinger and , patient care quality (Spence Laschinger and Fida, 2015), use ...…”