Frontline nurses’ appraisal of organizational attractiveness and the role of management support, interdepartmental collaboration climate and service quality of care

Slåtten, Terje; Lien, Gudbrand

doi:10.1108/ijqss-02-2021-0028

Cited by 5 publications

(5 citation statements)

References 49 publications

(110 reference statements)

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“…However, there are good reasons to expect to nd an association between AL and creativity. First, as also noted previous in this paper, leadership is one of the most critical factors to in uence and impact on employees in organizations [9,18,19]. Second, the nature of what is embraced in AL provides reasons to assume that AL is capable to develop the creativity of health professionals.…”

Section: Creativity (C)supporting

confidence: 53%

“…In this study it assumed that AL is capable to have impact on SQC. Because leader possesses a formal authority to lead other, they have the necessary means to, through their role-position, to have power and impact on members of an organization [18,19]. Speci cally, AL give health professionals' necessary autonomy and motivation to further develop and improve their SQC offered (referring "opening" dimension of AL) simultaneously as they focus on making consistency and re ne their SQC (referring to "closing" dimension of AL).…”

Section: Service Quality Of Care (Sqc)mentioning

confidence: 99%

“…Service quality of care (SQC). SQC was adapted and measured through a 3-item scale from Slåtten and Lien [19]. Creativity (C).…”

Section: ------------------Insert Table 1 About Here----------------i...mentioning

confidence: 99%

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The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

Slåtten

Mutonyi

Nordli

et al. 2022

Preprint

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Background It is important to understand how and in what ways a leadership style is capable to promote health professionals job performance. In this study we explore a relatively new leadership style, termed ambidextrous leadership. Ambidextrous leadership encompasses a leader capability to stimulate both exploitative and explorative activities in employees. Specifically, ambidextrous leadership is linked to two types of job-directed performance of health professionals’, respectively service quality of care and creativity. The study also examine what role employee ambidexterity seems to have in this relationship. Methods To test the conceptual model of this study, a cross-sectional survey was developed and data was gathered through convenience sampling of a total of N = 258 health professionals in home care services across nine various municipalities based in Norway. The study tested and analyzed the proposed hypotheses of this study through structural equation modeling partial least square, with SmartPLS 3 software. In addition to testing the direct relationships, the study also examined the indirect relationship through mediation testing by bootstrap. Results Ambidextrous leadership were found to have a direct impact on both employee’s service quality ($\beta$ = 0.236) of care and employee ambidexterity ($\beta$ = 0.395). The direct relationship between ambidextrous leadership and employee creativity were insignificant. However, the relationship ambidextrous leadership and service quality of care and creativity were both mediated of employee ambidexterity. Finally, the results reveal that employee creativity mediated the relationship between employee ambidexterity and service quality of care. Conclusions Although there are some differences, both ambidextrous leadership and employee ambidexterity are capable to promote job-directed performance of health professionals. Thus, a practical implication on the basis of the findings is that healthcare organizations should recruit, train and develop their leaders to become ambidextrous leaders. Doing so will have a direct impact on level of service quality as well as employee ambidexterity. In addition, acquiring ambidextrous leadership practices will also positively transform employee ambidexterity in a positive direction and indirectly stimulate employee’s creativity as well as strengthening health professionals service quality of care offering. Consequently, health organizations should be conscious of the multiple direct- and indirect effects of practicing ambidextrous leadership.

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Section: Creativity (C)supporting

confidence: 53%

Section: Service Quality Of Care (Sqc)mentioning

confidence: 99%

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The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

Slåtten

Mutonyi

Nordli

et al. 2022

Preprint

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“…However, it is reasons to believe that collaboration climate also will have a positive association with job performance at the individual level. A recent study demonstrated that interdepartmental collaboration climate was positively associated with organizational attractiveness and service quality of care [46]. Hence, based on the theories presented above, we suggest the following hypotheses: Finally, we also expect to see that job performance and job commitment relates negatively to uncertainty.…”

Section: Competence Development and Collaboration Climate As Antecede...mentioning

confidence: 75%

Competence Development and Collaborative Climate as Antecedents of Job Performance, Job Commitment and Uncertainty: Validation of a Theoretical Model across Four Hospitals

Jensen

Øygarden

Mikkelsen

et al. 2022

IJERPH

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Knowledge is lacking regarding how organizational factors are associated with uncertainty in patient treatment. Thus, the aim of the current study was to investigate how competence development and collaborative climate relates to job performance and job commitment, and further whether job performance and job commitment relate to uncertainty. Additionally, we examined whether these associations differed between four different hospitals. We applied data from 6445 hospital workers who provided care to patients. Basic statistics and structural equation modelling (SEM) were used to test the validity of the theoretical model developed in the study and the hypothesized associations. All hypothesized paths between the latent variables were significant and in accordance with the model across the four hospitals. The current study has implications for practical human resource management and indicates that competence development should be strengthened at the individual level and collaborative climate should be strengthened at the ward level. Strengthening competence development and collaborative climate can increase job performance and job commitment of individual workers and reduce uncertainty during care in hospital settings.

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“…Specifically, as learning has become vital in the modern transitional economy [ 52 ], the need to further current knowledge on the role of leadership behavior in cultivating learning environments is of the essence [ 34 , 45 , 56 ]. In particular, future research can explore other process mediators such as thriving at work [ 97 ], employee attractiveness [ 5 ], service quality of care [ 98 ], and work performance [ 58 ].…”

Section: Discussionmentioning

confidence: 99%

Driving innovation in health care: exploring the impact of ambidextrous leadership on creative performance among frontline health professionals in Norway

Mutonyi,

González-Piñero,

Slåtten

et al. 2024

BMC Health Serv Res

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Background In recent years, there has been an increasing focus on enhancing frontline health professionals’ ability to think and act innovatively, also known as their creative performance. However, previous research has had two limitations. First, only a few leadership styles and their associations with this capability have been examined. Second, there has been a lack of research on identifying potential process mediators and examining their role in the relationship between leadership styles and the professionals’ capability. To address this knowledge gap, our study investigates the impact of ambidextrous leadership, a relatively new leadership style, on frontline health professionals’ creative performance. Additionally, we explore whether frontline health professionals’ learning orientation (an individual factor) and relationship learning (an organizational factor) act as process mediators in this association. No previous research has focused on these relationships. Thus, the study offers a unique contribution to health services research. Methods This is a cross-sectional study with a convenience sample of N = 258 health professionals in nine Norwegian municipalities. The results of this study were analyzed using PLS-SEM with SmartPLS 3 software. The study examined both direct and indirect relationships through bootstrapping. Results The results reveal a positive link between health professionals’ creative performance and ambidextrous leadership $$ (\beta $$ = 0.224). Both relationship learning and learning orientation were found to operate as complementary process-mediating factors between health professionals’ creative performance and ambidextrous leadership. The strength of the two individual relationships that constitute the process-mediating factors indicates that ambidextrous leadership has a stronger impact on relationship learning than on learning orientation $$ (\beta $$ = 0.504 versus $$ \beta $$ = 0.276). However, when we examined the individual associations between the two factors and creative performance, the strength of the relationships was quite different. The findings reveal that learning orientation is significantly more positively associated with creative performance than relationship learning $$ (\beta $$ = 0.302 versus $$ \beta $$ = 0.163). Ambidextrous leadership, learning orientation, and relationship learning explain 26% (R2 = 0.262) of the variance in professionals’ creative performance. Conclusions This study suggests that ambidextrous leadership can facilitate health professionals’ creative performance directly and indirectly through the two process-mediating factors: relationship learning and learning orientation. Thus, a practical implication is the importance for health service organizations of clear awareness of the numerous advantages of having leaders who actively practice an ambidextrous leadership style.

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Frontline nurses’ appraisal of organizational attractiveness and the role of management support, interdepartmental collaboration climate and service quality of care

Cited by 5 publications

References 49 publications

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – A study of health professionals

Competence Development and Collaborative Climate as Antecedents of Job Performance, Job Commitment and Uncertainty: Validation of a Theoretical Model across Four Hospitals

Driving innovation in health care: exploring the impact of ambidextrous leadership on creative performance among frontline health professionals in Norway

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