How Spiritual Leadership Boosts Nurses’ Work Engagement: The Mediating Roles of Calling and Psychological Capital

Wu, Wei-Li; Lee, Yi-Chih

doi:10.3390/ijerph17176364

Cited by 42 publications

(49 citation statements)

References 48 publications

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“…The results obtained from PLS SEM generally supported the hypothesised relationships. The results provided strong support for the influence of EI on work locus of control (Ng et al, 2014;Singh, 2006), EI on psychological capital (Gong et al, 2019), work locus of control on psychological capital (Shaik & Buitendach, 2015), calling orientation on psychological capital (Wu & Lee, 2020), psychological capital on employee engagement (Allesandri et al, 2018;Simons & Buitendach, 2013) and calling orientation on employee engagement (Ugwu & Nyishi, 2017;Xie et al, 2016).…”

Section: Outline Of the Resultsmentioning

confidence: 91%

“…A cross-sectional study conducted by Hirschi (2012) amongst 259 heterogeneous employees in Germany demonstrated that a positive association exists between calling orientation and occupational self-efficacy (a dimension of psychological capital). A study by Wu and Lee (2020), however, provided more specific evidence of the strong relationship between calling and psychological capital (b = 0.43, p < 0.0001) in a sample of 164 Taiwanese nurses. The researchers, therefore, formulated the following hypothesis:…”

Section: Work Locus Of Controlmentioning

confidence: 96%

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Relational dynamics amongst personal resources: Consequences for employee engagement

Vermooten

Malan

Kidd

et al. 2021

SA j. hum. resour. manag.

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Orientation: Consistent with the central tenets of the job demands-resources theory, research has shown that personal resources foster employee engagement. There is, however, a gap in the literature, as limited research has explored the relational dynamics amongst personal resources.Research purpose: Firstly, to explore the relational dynamics amongst personal resources and, secondly, to determine its consequences for employee engagement.The motivation of the study: Employees possess multiple personal resources. In consideration of this, the researchers propose that it is necessary to adopt a structural model to capture the interrelatedness of the personal resources phenomenon and its consequences for employee engagement.Research approach/design and method: A quantitative cross-sectional survey design was used in the study to collect primary data amongst teachers from public schools located across the Western Cape province (n = 353).Main findings: The results of the study demonstrated that personal resources are related to each other and, in turn, foster employee engagement.Practical/managerial implications: The researchers recommend human resource interventions that can be developed and implemented to cultivate personal resources, specifically emotional intelligence, work locus of control, psychological capital and calling orientation.Contribution/value-add: A structural model was adopted to explore the relational dynamics amongst personal resources. This enabled the researchers to capture the complexity of the personal resources phenomenon and its consequences for employee engagement.

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Section: Outline Of the Resultsmentioning

confidence: 91%

Section: Work Locus Of Controlmentioning

confidence: 96%

Relational dynamics amongst personal resources: Consequences for employee engagement

Vermooten

Malan

Kidd

et al. 2021

SA j. hum. resour. manag.

View full text Add to dashboard Cite

show abstract

“…Many studies have recognized that it is important to have employees who are engaged in their work. Thus, work engagement, defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption, has become an important issue in the past few years [18][19][20]. Studies on the influencing factors of work engagement, in addition to personal factors, the most discussed included job resources, perceived supports, learning organizations, and transformational leadership.…”

Section: Introductionmentioning

confidence: 99%

Association of Organizational Behavior with Work Engagement and Work-Home Conflicts of Physician in China

Liu

Zhu

Wang

et al. 2021

IJERPH

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This study aimed to examine how organizational behavior is associated with work engagement (WE) and work-home conflicts (WHCs) of physicians. The data were from a national cross-sectional survey of 3255 Chinese physicians. We examined organizational fairness, leadership attention, and team interaction for organizational behavior. The results indicate that greater organizational fairness is associated with higher WE and lower WHCs. High task fairness was associated with greater pride, and more enjoyment in work, lower sense of guilt towards their family, and less complaints from family members. Physicians reporting higher levels of leaders’ attention to their opinions reported experiencing more enjoyment of their work, and less effects on their care for family. A greater number of dinners with colleagues per month was associated with higher WE and lower WHCs, whilst a greater number of clinical case meetings per month was associated with higher WE and higher WHCs. The results suggest that the behavior of organizations could be an important intervention to improve the wellbeing of physicians.

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“…Quantitative methods are, by far, the prevalent choice used to investigate this connection (Vasconcelos, 2018). The findings from quantitative studies (Afsar & Rehman, 2015;Albuquerque et al, 2014;Garg, 2017;Kolodinsky et al, 2008;Petchsawang & Duchon, 2012;Phuong et al, 2018;Rego & Pina e Cunha, 2008;Wu & Lee, 2020) are remarkably consistent in that they show, albeit to varying extents, a statistically significant positive correlation between spiritual well-being and work performance. This consistency displayed in extant research is notable.…”

Section: Spiritual Well-being and Work Performance -Evidence And Gapsmentioning

confidence: 86%

“…The connection between spiritual well-being and work performance has been widely studied empirically across different business disciplines, including leadership (Wu & Lee, 2020), human resource management (Joelle & Coelho, 2019), hospitality and tourism (Milliman et al, 2018), psychology (Moon et al, 2020) and management (Fox et al, 2018;Singh & Chopra, 2018). In the past two decades, empirical studies have also been conducted in different countries, such as in The United States of America (Tejeda, 2015), Portugal (Albuquerque et al, 2014), Canada (Kinjerski & Skrypnek, 2008), India (Sengupta, 2010); China (Wang et al, 2019), South Korea (Kim & Yeom, 2018), Taiwan (Chen & Yang, 2012), Thailand (Petchsawang & Duchon, 2012), Malaysia (Wan Yunan et al, 2018), and Pakistan (Hassan et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Spiritual Well-being and Work Performance among Ground-level Employees: Unravelling the Connection

Yee¹,

Smith²,

Robinson³

2021

JSSH

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Extant research shows that spiritual well-being and work performance are directly connected. The connection is theorised to be due to the alignment between what employees are spiritually inclined towards and what they do at work. However, research overemphasises the performative benefits of spiritual pursuits and privilege the leaders’ views. These developments, coupled with the prevalent use of quantitative methods, have resulted in one-sided and uncontextualised theorisations that constrict how workplace spirituality is investigated, understood, and converted into action. In response to these gaps, this paper investigates the experiences of ground-level employees to uncover stories of how spiritual well-being may be connected to their work performance. The study uses the qualitative paradigm and narrative inquiry as its methodology to uncover the diverse ways in which spiritual well-being and work outcomes are connected, including ones that diminish or are inconsequential to work performance. There is a need to re-examine accepted knowledge regarding the direct connection between spiritual well-being and work performance and the assumed compatibility of enacting spiritual inclinations in organisational settings. This paper calls for a more nuanced understanding of how spiritual well-being is experienced and the implications these experiences might have on the ground-level employees’ work performance. Even as research unravels this relationship further, prescriptions for practice ought to be qualified, contextualised, tentative, and customised for and by the ground-level employee.

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How Spiritual Leadership Boosts Nurses’ Work Engagement: The Mediating Roles of Calling and Psychological Capital

Cited by 42 publications

References 48 publications

Relational dynamics amongst personal resources: Consequences for employee engagement

Relational dynamics amongst personal resources: Consequences for employee engagement

Association of Organizational Behavior with Work Engagement and Work-Home Conflicts of Physician in China

Spiritual Well-being and Work Performance among Ground-level Employees: Unravelling the Connection

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