Impact of practicing servant leadership style among Chief Nursing Officers (CNOs) in nursing organizations

Malak, Haroon M.; Mirza, Bushra; Rundio, Albert; Mirza, Madeeha

doi:10.1016/j.xjep.2022.100562

Cited by 5 publications

(8 citation statements)

References 5 publications

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“…Future studies should consider a larger sample size. This research made a solid contribution to the team-teaching findings of Plank (2014), Folker et al, (2009, and the leadership style findings of Malak et al, (2022) work.…”

Section: Limitations Of Studymentioning

confidence: 63%

“…Using previously developed Myers-Briggs personality type finders and leadership style research tools, the participants' leadership and personality types were identified (Malak et al, 2022). People's experiences with teaching and preferences for leading vs. following were mapped using both qualitative (self-report) and quantitative (survey) approaches.…”

Section: Methodsmentioning

confidence: 99%

“…Prior research on personality type, leadership style, and team teaching was mainly qualitative. Previously developed Myers Briggs personality type finder (Tuity, 2022) and leadership style research tools (Malak et al, 2022) were used to find the personality type and the leadership styles of the participants. To map individuals' experiences toward teaching as well as their preferences of leading versus following, both qualitative (self-report) and quantitative (survey) approaches were employed.…”

Section: Methodsmentioning

confidence: 99%

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Team Teaching in Higher Education: Personalities, Leadership Styles, and Preferences

Malak¹,

Gambescia²

2023

IJCE

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Objective: This study aims to find out more about a) certain personality types, leadership styles, and teaching philosophies of those who have participated in team teaching, as well as b) their preferences for team teaching. These preliminary results ought to be helpful to faculty who may be asked to consider team teaching with a colleague(s), and results may help academic administrators assign and match faculty to team teach courses in their program offerings.Background: Given that few faculty have had the opportunity to team teach relative to the numerous courses they offer solo, there is a lack of focus, faculty development opportunities, and research on this subject. This does not, however, diminish the value of this method of delivering courses in higher education. Faculty may explore collaborative teaching in a number of ways, such as inviting a colleague to provide a one-time guest lecture, distributing assignments according to the collaborators' specialized knowledge, or working together on every part of the course.Methods: Using previously developed Myers-Briggs personality type finders and leadership style research tools, the participants' leadership and personality types were identified (Malak et al., 2022). People's experiences with teaching and preferences for leading vs. following were mapped using both qualitative (self-report) and quantitative (survey) approaches.Results: Sixty-three percent of the respondents identified as utilizing either servant leadership or coaching/mentoring. The majority of "E" type personalities like to "Lead," especially in a team-teaching atmosphere, according to this study's findings. The traditional team-teaching method was adopted by 49% of the participants, while 26% used cooperative learning, 11% used integrated learning, 9% used parallel learning, and the remaining 6% used monitoring learning. It is important to highlight that more than 60% of the subjects who had "E" qualities had backgrounds in nursing, public health, health administration, or health care.Conclusions: In summary, the faculty survey data reveal an overall profile of the faculty who have team taught in higher education as an extrovert with a penchant for judging; who prefers to lead rather than follow; uses a coaching/mentoring or servant leadership style; and prefers high level cooperation with a colleague(s) in the full range of teaching/learning activities.

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Section: Limitations Of Studymentioning

confidence: 63%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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Team Teaching in Higher Education: Personalities, Leadership Styles, and Preferences

Malak¹,

Gambescia²

2023

IJCE

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“…The pandemic highlighted the importance of effective communication and collaboration among healthcare professionals. This includes working closely with other departments and specialists to provide the best possible care for patients, as well as sharing information and resources to help manage patients [ 14 , 62 , 63 , 64 , 65 , 66 , 67 , 68 , 69 , 70 , 71 , 72 , 73 , 74 , 75 , 76 , 77 , 78 ].…”

Section: Discussionmentioning

confidence: 99%

Effects of the COVID-19 Pandemic on Everyday Neurosurgical Practice in Alsace, France: Lessons Learned, Current Perspectives, and Future Challenges—Preliminary Results of a Longitudinal Multicentric Study Registry

Dannhoff,

Mallereau,

Ganau

et al. 2024

Medicina

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Background and Objectives: The global outbreak caused by the SARS-CoV-2 pandemic disrupted healthcare worldwide, impacting the organization of intensive care units and surgical care units. This study aimed to document the daily neurosurgical activity in Alsace, France, one of the European epicenters of the pandemic, and provide evidence of the adaptive strategies deployed during such a critical time for healthcare services. Materials and Methods: The multicentric longitudinal study was based on a prospective cohort of patients requiring neurosurgical care in the Neurosurgical Departments of Alsace, France, between March 2020 and March 2022. Surgical activity was compared with pre-pandemic performances through data obtained from electronic patient records. Results: A total of 3842 patients benefited from care in a neurosurgical unit during the period of interest; 2352 of them underwent surgeries with a wide range of pathologies treated. Surgeries were initially limited to neurosurgical emergencies only, then urgent cases were slowly reinstated; however, a significant drop in surgical volume and case mix was noticed during lockdown (March–May 2020). The crisis continued to impact surgical activity until March 2022; functional procedures were postponed, though some spine surgeries could progressively be performed starting in October 2021. Various social factors, such as increased alcohol consumption during the pandemic, influenced the severity of traumatic pathologies. The progressive return to the usual profile of surgical activity was characterized by a rebound of oncological interventions. Deferrable procedures for elective spinal and functional pathologies were the most affected, with unexpected medical and social impacts. Conclusions: The task shifting and task sharing approaches implemented during the first wave of the pandemic supported the reorganization of neurosurgical care in its aftermath and enabled the safe and timely execution of a broad spectrum of surgeries. Despite the substantial disruption to routine practices, marked by a significant reduction in elective surgical volumes, comprehensive records demonstrate the successful management of the full range of neurosurgical pathologies. This underscores the efficacy of adaptive strategies in navigating the challenges imposed by the largest healthcare crisis in recent history. Those lessons will continue to provide valuable insights and guidance for health and care managers to prepare for future unpredictable scenarios.

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“…3. Self-motivation is a person's ability to be responsible and desire to be better (Malak et al 2022).…”

Section: Leadership Stylementioning

confidence: 99%

The Effect of Work Environment, Leadership Style and Intrinsic Motivation on Employee Performance at Cv. Cipta Mulya, Madiun Regency

Handoko¹

2023

Ekspektra J. Bisnis dan Manaj.

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There are several factors that can affect employee performance, namely the work environment, leadership style and work motivation. The work environment is the conditions that exist around the workplace including aspects of temperature, lighting, air, sound and layout. Leadership style is one of the factors that can build a comfortable work environment. While work motivation is a condition that is formed from a sense of comfort in the work environment and leadership style so that employees are able to work well. The aim of this study was to determine the effect of the work environment, leadership style and work motivation on employee performance. The method used is a quantitative descriptive analysis method. The results of the study show that all factors that can influence employee performance have a positive effect. The existence of this research is expected to be able to show that aligning employee performance factors needs to be continuously developed in order to be able to improve employee performance. Because when employees work well, the company will be younger in achieving its vision and mission.

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Impact of practicing servant leadership style among Chief Nursing Officers (CNOs) in nursing organizations

Cited by 5 publications

References 5 publications

Team Teaching in Higher Education: Personalities, Leadership Styles, and Preferences

Team Teaching in Higher Education: Personalities, Leadership Styles, and Preferences

Effects of the COVID-19 Pandemic on Everyday Neurosurgical Practice in Alsace, France: Lessons Learned, Current Perspectives, and Future Challenges—Preliminary Results of a Longitudinal Multicentric Study Registry

The Effect of Work Environment, Leadership Style and Intrinsic Motivation on Employee Performance at Cv. Cipta Mulya, Madiun Regency

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