Sustainable leadership and wellbeing of healthcare personnel: A sequential mediation model of procedural knowledge and compassion

Abstract

IntroductionIn healthcare organizations, saving patients’ lives while maintaining the staff’s wellbeing, performance and competencies were challenging during the COVID-19 pandemic. Although the complexity of healthcare settings is widely recognized, the pandemic evidenced the necessity of attending to the employees’ wellbeing in such a sector. This research aims to examine the effect of sustainable leadership on wellbeing of healthcare personnel. Furthermore, we also evaluate whether procedural knowledge and compassion act as mediators in such a relationship.MethodsThe hypothesized model was tested in healthcare organizations in a South Asian country, and the data were collected during the pandemic crisis. A total of 366 health personnel (physicians and nurses) participated in this research. With Hayes’ PROCESS macro, we examined all the direct and indirect paths, including sequential mediation.ResultsThe findings confirm the impact of sustainable leadership on wellbeing and this relationship is also mediated by procedural knowledge and compassion.Discussion/conclusionSustainable leadership fosters wellbeing among healthcare workers via the sequential mediation of procedural knowledge and compassion. Study findings suggest that sustainable leaders can trigger procedural knowledge among employees which in turn crafts the state of compassion in them that leads to their wellbeing. Theoretical and practical implications are discussed in light of study findings.

Unveiling the Symbiosis of Environmental Sustainability and Infection Control in Health Care Settings: A Systematic Review

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Insights into the Impact of Organizational Factors and Burnout on the Employees of a For-Profit Psychiatric Hospital during the Third Wave of the COVID-19 Pandemic

“…The insights derived from our qualitative case studies, narratives, and a small-scale survey, coupled with the proposed framework, set the stage for an advanced understanding of the impact of organizational factors and burnout on employee intentions to resign, especially within the high-pressure context of for-profit psychiatric hospitals. This study aims to delve deeper into the intricate relationship between job satisfaction, burnout, organizational justice, and how these factors influence employees' decisions to leave [26,65]. It underscores how a perceived lack of autonomy, unrealistic job objectives, and insufficient distributive and procedural justice serve as primary predictors of burnout, creating an environment prone to high turnover rates [74,78].…”

“…Leaders are compelled to reevaluate the extent to which the healthcare system is overwhelmed, both at the "bottom-up" frontline staff level and at the "top-down" administrative staff and executive leadership level, and to recognize the urgent need for a more positive and humane work culture. Such a culture should be grounded in principles of ethical and "sustainable leadership" [65] that is firmly committed to a set of values prioritizing communication, compassion, and interpersonal connections, rather than being dominated by a high-pressure environment that is exclusively performance-driven [66]. Leaders must grasp that fostering compassionate understanding and proactively shaping the ways in which people collaborate is essential.…”

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“…The healthcare sector is undeniably an extremely demanding work environment whose main concern is the promotion and maintenance of people's health [22], therefore voluntary green behavior by health workers is not enough. In order to record significant progress in the implementation of sustainable actions in health organizations, it is necessary to strengthen the effort and create a supportive climate from the leadership towards the employees in order to primarily achieve their well-being and job satisfaction [23]. The above leadership style is called sustainable leadership and aims to achieve and ensure the balance between the human resources of the organization and the protection of the planet [24].…”

“…The above leadership style is called sustainable leadership and aims to achieve and ensure the balance between the human resources of the organization and the protection of the planet [24]. The effectiveness of sustainable leadership is most evident in times of intense environmental challenges as it emphasizes environmental diversity, encourages learning around environmental issues, effectively manages all stakeholders, attempts resource development in an environmentally friendly manner while emphasizing friendly relationships with personal and social, ethical and responsible behavior [23]. In addition to the above, carrying out the right actions, in the right way within a health team in stressful moments is inextricably linked to the diffusion of knowledge and the creation of a common framework of knowledge [25].…”