The influence of authentic leadership and empowerment on nurses’ relational social capital, mental health and job satisfaction over the first year of practice

Read, Emily; Laschinger, Heather K. Spence

doi:10.1111/jan.12625

Cited by 133 publications

(126 citation statements)

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“…Likewise, employees rating their leaders as transformational report more goal and role clarit y and more variety and autonomy, presumably because transformational leaders are better able to provide a clear vision and create challenging work tasks (Korek, Felfe, & Zaepernick-Rothe, 2010;Nielsen, Randall, Yarker, & Brenner, 2008;Piccolo & Colquitt, 2006). Similar positive effects on work design have been reported for authentic and ethical leadership (e.g., Read & Laschinger, 2015), while other studies show that abusive leadership inhibits employees' expression of social support (Hauge, Skogstand & Einarsen, 2007) and that a laissez-faire leadership approach results in higher role ambiguity (Skogstad, Hetland, Glasø, & Einarsen, 2014).…”

Section: Work Group Leadershipsupporting

confidence: 50%

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Parker

Broeck

Holman

2017

ANNALS

163

154

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High quality work design is a key determinant of employee well-being, positive work attitudes, and job/organizational performance. Yet many job incumbents continue to experience deskilled and demotivating work. We argue that there is a need to understand better where work designs come from. We review research that investigates the factors that influence work design, noting that this research is only a small fragment of the work design literature. The research base is also rather disparate, spanning distinct theoretical perspectives according to the level of analysis. To help integrate this literature, we use a framework that summarizes the direct and indirect ways in which work design is shaped by the higher-level external context (global/ international, national and occupational factors), the organizational context, the local work context (work group factors), and individual factors. We highlight two key indirect effects: first, factors affect formal decisionmaking processes via influencing managers' work design-related motivation, knowledge, skills, and abilities (KSAs), and opportunities; and second, factors shape informal and emergent work design processes via influencing employees' work design-related motivation, KSAs and opportunities. By reviewing the literature according to this framework, we set the stage for more comprehensive theoretical development and empirical studies on the factors that influence work design. 3Work Design Influences A Synthesis of Multi-Level Factors that Affect The Design of WorkWork design refers to "the content and organization of one's work tasks, activities, relationships, and responsibilities" (Parker, 2014, p. 662). When work is designed so that it has motivating characteristics like job autonomy and social support, as well as reasonable levels of job demands, multiple positive individual and organizational outcomes arise. A vast amount of research shows that work design affects work stress, job satisfaction, performance, absenteeism, accidents, team innovation, company financial revenue, and more (e.g. see the meta analysis by Humphrey, Nahrgang, & Morgeson, 2007).Yet, despite extensive evidence about the benefits of well-designed work, there are still many poorly designed jobs in both advanced and developing economies. For example, in Europe, Lorenz and Valeyre (2005) reported that one third of workers had jobs that were deskilled or that involved excessive demands. Significant technological and societal change is also affecting work and organizing, yet we know little about how this change might affect people's work design (Parker, 2014). Both of these forces -the continued prevalence of poor quality work designs and the vast change occurring in work -highlight the importance of having a comprehensive, evidence-based understanding of the forces that affect work design.Such an understanding is currently lacking. In most theory and research pertaining to the design of jobs, work design is modeled at the start of a causal chain leading to outcomes via intermediary pr...

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Section: Work Group Leadershipsupporting

confidence: 50%

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Parker

Broeck

Holman

2017

ANNALS

163

154

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“…The styles/models/theories of leadership found in the selected materials were: transformational leadership (21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(56)(57)(58) , cited in 20 papers; transactional leadership (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) , in 11 papers; situational leadership (41)(42)(49)(50) , in four papers; servant leadership (45)(46)48) , in three papers; authentic leadership (51)(52)(53)(54)(55) , in five papers; quantum leadership (38) , in one paper; charismatic leadership (39) , in one paper; and clinical leadership (25,44) , in two papers. Three studies did not mention a specific style/model/theory …”

Section: Resultsmentioning

confidence: 99%

“…in general, four with nurses and nursing technicians and a few described investigations with a mix of nurses and other professionals. Nineteen instruments were identified to evaluate leadership: Authentic Leadership Questionnaire (ALQ) (five papers) (51)(52)(53)(54)(55) ; Charismatic Leadership Socialized Scale (one paper) (39) ; Clinical Leadership Survey (CLS) (one paper) (25) ; the Coaching tool (two papers) (41)(42) ; Scale of attitudes toward leadership styles (one paper) (33) ; the 360º tool (one paper) (40) ; Global Transformational Leadership Scale (three papers) (56)(57)(58) ; Grid Gerencial (one paper) (43) ; Leadership Effectiveness and Adaptability Description (LEAD) (two papers) (49)(50) ; LMX-Leader-member Exchange (two papers) (46)(47) ; Leadership Practices Inventory (LPI) (six papers) (21)(22)(23)(24)(25)(26) ; Leadership Reward and Punishment Behavior Questionnaire (LRPQ) (one paper) (33) ; Multifactor Leadership Questionnaire (MLQ) (eleven papers) (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) ; Multisource Feedback Tool (MSF) (one paper) (44) ; the Quantum tool (one paper) (38) ; Servant Leadership Questionnaire (SLQ) (one paper) (48) ; Servant Leadership Survey (SLS) (two papers) …”

Section: Resultsmentioning

confidence: 99%

“…The ALQ instrument (51)(52)(53)(54)(55) assessed the behaviors of authentic leadership, a class characterized by leaders aware of their strong and weak points and transparent in their attitudes; moral and ethical conducts; humility in the relationship with subordinates and equilibrated decision making. Therefore, there is a consensus about the four components of authentic leadership: balanced processing; moral perspective and internalized ethics; transparent relationships; and self-knowledge and self-awareness (72) .…”

Section: Instrumentsmentioning

confidence: 99%

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A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

Carrara

Bernardes

Balsanelli

et al. 2018

Rev. Gaúcha Enferm.

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RESUMO Objetivo Identificar as evidências científicas disponíveis acerca da utilização de instrumentos para a avaliação da liderança nos serviços de saúde e enfermagem, bem como verificar a utilização de estilos/modelos/teorias de lideranças na construção dos mesmos. Método Revisão integrativa da literatura de estudos indexados nas bases de dados LILACS, PUBMED, CINAHL e EMBASE, no período de 2006 a 2016. Resultados 38 artigos foram analisados, exibindo 19 instrumentos de avaliação da liderança, sendo os mais utilizados o Multifactor Leadership Questionnaire, a Global Transformational Leadership Scale, o Leadership Practices Inventory, o Servant Leadership Questionnaire, o Servant Leadership Survey e o Authentic Leadership Questionnaire. Conclusões A busca na literatura possibilitou a identificação das principais teorias/estilos/modelos de liderança contemporâneos, assim como a análise de sua utilização na construção de instrumentos de avaliação da liderança, se destacando a liderança transformacional, situacional, servidora e autêntica. Em menor proporção, foram evidenciadas as lideranças quantum, carismática e clínica.

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“…In terms of definitions of key terms, for instance, the phrases 'early career professional', 'new graduate', 'graduate', 'newly qualified', 'novice', 'young', 'beginner' and 'newly licensed' are utilised to describe ECPs. Furthermore, there is limited consistency regarding length of time since graduation for ECP research participants, with some studies including practitioners with years of postqualification work experience varying from less than one (see, for instance, Pack 2015;and Read & Laschinger 2015), one (Jack & Donnellan 2010), two (Laschinger 2012), three (Laschinger et al 2016;Pfaff, Baxter, Jack & Ploeg 2014;Rudman & Gustavsson 2011;and Smith, Andrusyszy & Laschinger 2010), four (Huntington, Gilmour, Neville, Kellett & Turner 2012), five (Djukic, Kovner, Brewer, Fatehi & Greene 2014;Gray et al 2012;Hewitt, Lackey & Letvak 2013;and North, Leung & Lee 2013), and ten (Ulrich et al 2010), to up to fifteen (Clark, Smith & Uota 2013). Other researchers (see, for instance, Clendon & Walker 2012;and Flinkman, Laine, Leino-Kilpi, Hasselhorn & Salantera 2008) define ECPs as practitioners aged under 30 years.…”

Section: Scope Of the Literaturementioning

confidence: 99%

Valuing complex and diverse career pathways: the career trajectories and career-related choices of early career practitioners

Turner¹

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Historically, career was understood to be a static, linear concept concerned primarily with paid employment. More recently, broader conceptualisations of career have extended its meaning to incorporate all aspects and roles of an individual's life and to acknowledge its inherently complex, individual, dynamic and contextual nature. Change, now recognised as a key characteristic of career, underpins choice-making processes, which are influenced by a range of factors, including broad contextual issues like labour market trends, in addition to more personal concerns such as family circumstances. This thesis explored the career trajectories of early career professionals (ECPs) employed in the Health Care and Social Assistance (HCSA) industry. Specifically, the aims of the study were to investigate how ECPs describe their career trajectories and account for their careerrelated choices, to identify important attractors and deterrents in relation to career-related choices, and to explore the relevance and usefulness of chaos theory to this topic.In particular, the author sought to understand how the career trajectories of ECPs develop in the context of complex systems including the family, organisations and the broader society. The conceptual approach chosen for its potential to capture this complexity was chaos theory. Three principles of chaos theory were explored. First, chaotic systems change with time and are characterised by randomness and variation. Second, they are sensitive to initial conditions. Finally, their functioning and level of change is affected by several types of attractors.The context of this study was Queensland's non-government mental health sector (NGMHS).Challenges currently facing the broader mental health sector include inadequate responses to consumer needs, difficulties in recruiting and retaining skilled mental health professionals, an ageing workforce, and increasing reliance on non-government organisations (NGOs). Early career professionals employed within Queensland's NGMHS were chosen as the subjects of this study for their documented characteristics, which include high career mobility, variable work readiness, overand under-qualifications, and disparities between their expectations and the realities of employment.Their potential to both exacerbate and to counter challenges faced by Queensland's NGMHS made focusing on these ECPs compelling. Recent calls for Australia to enhance its long-term economic sustainability in the global context by concentrating more on developing the service economy, rather than the commodities sector, provided added impetus for this study.A qualitative, exploratory methodology was adopted. The research design involved a two-phase study consisting of concept maps and individual autobiographical interviews. Participants comprised 25Page 2 of 309 ECPs who had completed university studies in the five years prior to 2012 and who were employed in Queensland's NGMHS. Data were analysed thematically, using both inductive and deductive approaches.Early career ...

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The influence of authentic leadership and empowerment on nurses’ relational social capital, mental health and job satisfaction over the first year of practice

Abstract: By creating structurally empowering work environments, authentic leaders foster relational social capital among new graduate nurses leading to positive health and retention outcomes.

Cited by 133 publications

References 48 publications

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

Work Design Influences: A Synthesis of Multilevel Factors that Affect the Design of Jobs

A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

Valuing complex and diverse career pathways: the career trajectories and career-related choices of early career practitioners

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