Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement

Aboramadan, Mohammed; Dahleez, Khalid Abed

doi:10.1108/jmd-12-2019-0499

Cited by 51 publications

(49 citation statements)

References 132 publications

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“…OJ) have the potential to increase WE and is linked to the positive organizational consequences ( Piotrowski et al., 2021 ; Schaufeli et al., 2009 ). Aboramadan and Dahleez (2020) illustrated that WE mediated the relationship between job resources and OCB. Besides, previous researches provide evidence that WE is a significant predictor of OCB ( Abed and Elewa, 2016 ; Bakker and Albrecht, 2018 ; Ismael et al., 2021 ; Saks, 2006 ).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 98%

“…Besides, WE is associated with OCB because committed workers are dedicated to working beyond their job roles that include OCB ( Bakker and Albrecht, 2018 ; Ismael et al., 2021 ; Lyu et al., 2016 ). Further, WE could play its role as a mediator between numerous job resources and employees' outcomes ( Aboramadan and Dahleez, 2020 ), and the Job Demand-Resource model offered the requisite guidance on the use of WE as a mediator ( Al-Shbiel et al., 2018 ). In particular, expressed that job resources encourage learning and development, growth and increase employee WE; in response, workers will show positive job outcomes ( Lesener et al., 2020 ).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Rahman

Karim

2022

Heliyon

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 98%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Rahman

Karim

2022

Heliyon

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“…, 2014). In general, leadership has been reported to be an antecedent to OCB among employees as they are required to fulfill or exceed leaders' expectations (Aboramadan and Dahleez, 2020; Daly et al. , 2014; DeArmond et al.…”

Section: Theoretical Framework and Literature Reviewmentioning

confidence: 99%

Empowering leadership and healthcare workers performance outcomes in times of crisis: the mediating role of safety climate

Dahleez

Aboramadan

sharikh³

2022

JOEPP

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PurposeDrawing upon the norm of reciprocity and social exchange theory, the purpose of this study is to propose and empirically test a model on the relationship between empowering leadership and employees' work-related outcomes during the COVID-19 pandemic. In this model, safety climate was theorized as an intervening mechanism between (1) empowering leadership and organizational citizenship behavior (OCB) and (2) empowering leadership and risk-taking behavior.Design/methodology/approachUsing a cross-sectional research design, data were gathered from a sample of 228 full-time staff working in the healthcare sector in Palestine. Data were analyzed using partial least squares-structural equation modeling to examine the proposed hypotheses.FindingsThe results show that empowering leadership is related to extra-role behaviors in a time of crisis. Furthermore, the results suggest that safety climate fully mediates the relationships between (1) empowering leadership and OCB and (2) empowering leadership and risk-taking behavior.Practical implicationsHealthcare administrators are invited to train their supervisors to foster the empowerment philosophy, especially during crisis times, and select leaders with empowering mentality. Besides, healthcare administrators are called upon to consider the critical role of maintaining a safe climate since it is related to employees' outcomes.Originality/valueIn this study, the authors contribute to leadership literature in crisis times by highlighting the critical role of leadership in sharing power and control with employees to encourage their OCB and willingness to take risks for the organization's interest. Moreover, to the researchers' best knowledge, this study is among the few studies that examine the consequences of empowering leadership in crisis times.

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“…Avolio et al (2004) highlighted that some of the most substantial outcomes of authentic leadership are organisational citizenship behaviour and performance. Moreover, leadership has been found to be a crucial positive predictor of work engagement (Aboramadan and Dahleez, 2020). It is apparent from the past studies that the attitudes and behaviours of leaders influence the behaviours of their followers.…”

Section: The Role Of Work Engagementmentioning

confidence: 99%

Linking authentic leadership and management capability to public hospital performance: the role of work engagement

Aboramadan

Alolayyan

Türkmenoğlu

et al. 2021

IJOA

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Purpose This paper aims to propose a model of the effect of both authentic leadership and management capability on hospital performance. This model proposes work engagement as an intervening mechanism between the aforesaid links. Design/methodology/approach Data were collected from 380 medical staff working in Jordanian Public hospitals and were analysed using the structural equation modelling analysis technique. Findings The results suggest that both authentic leadership and management capability have a positive effect on hospital performance. Although positive, the direct effect of management capability on performance was not significant. Furthermore, work engagement demonstrated to play a full mediation effect between management capability and hospital performance and a partial mediation effect between authentic leadership and hospital performance. Practical implications This study may be of use for public medical services providers in general and other services sectors in terms of the role authentic leadership and management resources can play in contributing to positive work-related outcomes at the individual and organisational levels. Originality/value Considering the mainstream literature in health-care management, to the best of the authors’ knowledge, this is the first study to date to integrate the impact of both authentic leadership and management capabilities in the public health-care sector. Further, the research model has not previously been introduced when taking into account the role that work engagement can play between the examined variables.

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Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement

Cited by 51 publications

References 132 publications

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

Empowering leadership and healthcare workers performance outcomes in times of crisis: the mediating role of safety climate

Linking authentic leadership and management capability to public hospital performance: the role of work engagement

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