Servant Leadership, Leader–Member Exchange and Proactive Behavior in the Public Health Sector

Mostafa, Ahmed Mohammed Sayed; El-Motalib, Eman Aly Abed

doi:10.1177/0091026018816340

Cited by 37 publications

(49 citation statements)

References 51 publications

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“…On the other hand, findings of the previous studies based on the SET (Blau, 1964) have shown that servant nurse leaders enhance nurses' IBs by empowering them to create value for their workplace (Khan et al, 2020(Khan et al, , 2021Liden et al, 2008Liden et al, , 2014. These findings also confirm that SL affects nurses' proactive behaviors (Mostafa and El-Motalib, 2019) as well as their helpful and creative behaviors (Neubert et al, 2016). In addition, they are consistent with the results of the studies of employees in sectors other than nursing (Erkutlu and Chafra, 2015;Sun et al, 2016;Cai et al, 2018;Iqbal et al, 2020;Khan et al, 2020Khan et al, , 2021Su et al, 2020).…”

Section: Theoretical Contributionsupporting

confidence: 85%

“…Previous studies have shown that SL has a significant relationship with employees' IBs (Erkutlu and Chafra, 2015;Sun et al, 2016;Cai et al, 2018;Iqbal et al, 2020;Khan et al, 2020Khan et al, , 2021Su et al, 2020) and creative behavior (Lee et al, 2020). Studies conducted with nurses have reported a significant relationship between SL and nurses' proactive (Mostafa and El-Motalib, 2019) and creative behaviors (Neubert et al, 2016). In the present study, three hypotheses were developed based on this theoretical rationale and empirical foundations:…”

Section: Background and Hypothesis Developmentmentioning

confidence: 90%

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The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances

Kül

Sönmez

2021

LODJ

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PurposeThis study aims to determine the effect of servant leadership on nurses' innovative behavior and job performance and to examine the moderator role of servant leadership in the relationship between nurses' innovative behavior and job performance based on the self-determination theory and social exchange theory.Design/methodology/approachThis correlational study included 885 nurses selected from three public hospitals in Istanbul using the convenience sampling method. Data were analyzed using descriptive tests, correlation analysis and linear and hierarchical regression analyses.FindingsThe nurse managers' servant leadership behaviors were statistically significantly related with the nurses' innovative behaviors and job performances: servant leadership behaviors of the nurse managers increased the nurses' innovative behaviors and job performances and found to partially play a role of a moderator in the effect of nurses' innovative behaviors on job performance.Practical implicationsThis study shows that positive nurse outcomes will be achieved when nurse managers show an ethical, humanistic, empathic, mutual benefit and service-oriented approach and adopt a servant leadership approach as appropriate to the nature of nursing.Originality/valueThis study contributes to the literature by revealing the effect of nurse managers' servant leadership on nurses' innovative behavior and job performance, as well as the partial moderator role of servant leadership, which has not been studied before as a part of the relationship between innovative behavior and job performance.

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Section: Theoretical Contributionsupporting

confidence: 85%

Section: Background and Hypothesis Developmentmentioning

confidence: 90%

The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances

Kül

Sönmez

2021

LODJ

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“…(2016) explored the relationship between authentic leadership and thriving and found significant positive relationships between vitality of staff and an authentic leadership approach. In relation to servant leadership, Mostafa and El‐Motalibs (2019) and Hanse et al. (2016) found high‐quality social exchanges and mutual trust were enhanced by servant leadership.…”

Section: Resultsmentioning

confidence: 99%

Nursing and values‐based leadership: A literature review

et al. 2021

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In the 21st century, theories of leadership have re-emerged, with a focus on the leader's value base. Copeland (2014) identified 11 leadership theories situated within the sphere of values-based leadership; however, these all pertained to a business-management focus.In conducting this review, it emerged that within nursing, three main leadership theories appear under the umbrella of the values-based leadership domain. As such, this review went beyond values-based leadership literature, to capture data related to authentic leadership, servant leadership and congruent leadership, aiming to gain a wider understanding of values-based leadership. This paper begins with an overview and definition of values-based leadership and the three leadership theories identified, before describing a literature review that explored each of the theories, supporting a wider understanding from a nursing perspective.

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“…First, servant leaders prioritize subordinates' needs, enhancing their wellbeing (Varela et al, 2019;Panaccio et al, 2015), need for relatedness, and ultimately psychological safety (Bande et al, 2016). Under this style of leadership, the chance of being liked by one's subordinates increases, increasing subordinates' motivation to behave proactively (Mostafa and El Motalib, 2019). Second, servant leaders promote collaboration, as they work well with those who show initiative (Bande et al, 2016) and use their power in ethical ways, enhancing employees' sense of competence and autonomy.…”

Section: Servant Leadershipmentioning

confidence: 99%

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

Moreno

Bravo

García-Guiu

et al. 2021

LODJ

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PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

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Servant Leadership, Leader–Member Exchange and Proactive Behavior in the Public Health Sector

Cited by 37 publications

References 51 publications

The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances

The effect of nurse managers' servant leadership on nurses' innovative behaviors and job performances

Nursing and values‐based leadership: A literature review

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

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