Let's get everyone involved! The effects of transformational leadership and organizational culture on organizational excellence

A call for further study and use of transformational leadership in pharmacy education and practice: Hope and reinvigoration

This paper calls for further study of transformational leadership and its further use in educating PharmD students as well as inclusion of continuing education programming and mentoring the behaviours of current pharmacists. It does not present an argument for reduction in use or diminishment of other leadership theories, many of which have at least some overlap with transformational leadership. Rather, emphasis on transformation leadership might be one of many solutions to challenges plaguing the profession currently, with some sense of negativity and challenging workplace conditions among many pharmacists; support personnel and drug shortages; and a need for more collegial citizenship behaviors and stronger organizational culture. Transformative leadership behaviors and communication, versus others particularly more transactional in nature, envisage a future for the entire profession as well as for the individuals who comprise them, articulate the value of the contributions made by the employee, and help imbue a sense of professional identity. These are things sorely needed in the modern workplace and are either explicitly stated or tacitly implied in educational standards and professional competencies. A recent study on transformational leadership as measured by the Multifactorial Leadership Questionnaire (MLQ) found more parsimonious structures toward the definition of transformational leadership and the outcomes resulting from its use, which actually makes it easier to discern and thus even more applicable to incorporate into models of pharmacy education and practice. The time to further study and employ transformational leadership is now.

"ROLE" Out of the Network of Black Male Nursing Leaders Mentorship Program

Despite nursing being the largest segment in all of the healthcare workforce, with over five million practicing registered nurses in the United States, Black males remain significantly underrepresented, comprising merely about 0.67% to 1% of the nursing workforce. This underrepresentation extends into leadership positions, where the number of Black male leaders in nursing is described as unquantifiable. In response to this disparity, five doctorally prepared Black male nurse leaders established the Network of Black Male Nurse Leaders (NBMNL). This paper discusses the establishment of the NBMNL, provides an update on the number of Black male nurse leaders, and explores the interest among Black male nurses in receiving mentorship to support their leadership development. The paper underscores the importance of mentoring and supporting Black male nurses to increase their representation in the field as well as improve the health outcomes of the communities they serve, thereby advancing health equity.

Transformational Leadership, Psychological Empowerment, and Organizational Citizenship Behaviors among Nursing Workforce: A Single Mediation Analysis

Aim

To explore the mediating effect of psychological empowerment in the association between transformational leadership and organizational citizenship behaviors in nursing context.

Background

Healthcare organizations worldwide are facing unprecedented challenges, necessitating effective leadership strategies to ensure quality patient care and organizational success. Transformational leadership has emerged as a tool to promote positive workplace behaviors, including organizational citizenship behaviors, among nursing staff. However, the mediating role of psychological empowerment in this relationship remains underexplored.

Methods

A cross-sectional survey was conducted from March 2023 until August 2023 involving 305 registered nurses at King Khalid Hospital to investigate the relationship among transformational leadership, psychological empowerment, and organizational citizenship behaviors. Validated scales were used to assess these variables. A single mediation analysis was conducted through processing macro version 3.5 model 4.

Results

This study found a strong positive association between transformational leadership and both psychological empowerment (r = 0.507, p < 0.001) and organizational citizenship behaviors (r = 0.445, p < 0.001) among nursing staff. Additionally, psychological empowerment partially mediated the relationship between transformational leadership and organizational citizenship behaviors, with a significant indirect effect (B = 0.110, CI: 0.058-0.166).

Conclusions

Transformational leadership positively impacted nurses' feelings of empowerment, which then led to higher exhibition of organizational citizenship behaviors. Implications for Nursing Management. Leadership development programs should prioritize the cultivation of transformational leadership qualities and support the psychological empowerment of nursing staff. This approach can enhance organizational effectiveness, foster positive workplace environments, and improve patient outcomes.

The effect of organizational culture in health services on employee flourishing

BACKGROUND

Culture has an important role in maximizing the value of human capital, which is regarded as the main source of organizational effectiveness.

OBJECTIVE

The research was conducted to determine the effect of organizational culture perceptions of healthcare professionals working in a university hospital on employee flourishing.

METHODS

It is a descriptive study conducted with 299 healthcare professionals working in a university hospital. "Structured Personal Information Form", "Denison Organizational Culture Survey" and "New Flourishing Index" to collect the data. In the analysis descriptive statistical methods such as percentage, frequency, arithmetic mean and standard deviation as well as Pearson correlation, linear regression and multiple linear regression analyses were performed to determine the relationship between variables.

RESULTS

According to the results of linear regression analysis, it was determined that organizational culture and flourishing were related (F: 88.229; p < 0.05). The organizational culture alone explained 22.6% of flourishing. As a result of multiple regression analysis, it was determined that the relationship between organizational culture sub-dimensions and flourishing was significant (F = 25.975; p < 0.05). The sub-dimensions of organizational culture explained 25.1% of the flourishing.

CONCLUSIONS

As a result of the study, it is observed that the perception of organizational culture of healthcare professionals has an impact on flourishing, and therefore the favorable development of organizational culture will contribute positively to employee flourishing. In present conditions, it has become a necessity for health organizations to provide the circumstances that will make all investments that will contribute positively to the flourishing of their employees a part of the organizational culture.

Business Excellence Model for the Business Performance of Small and Medium Enterprises in Malaysia

Objective - Small and Medium Enterprises (S.M.E.s), including Malaysia, have been recognized as a critical economic development engine globally. S.M.E.s' economic contribution includes their share of total establishments, employment, Gross Domestic Product (G.D.P.), and total export. Methodology/Technique – S.M.E.s comprise 97.4 percent of business establishments, provide 59 percent of total employment, and are the major contributor to economic growth. Although S.M.E.s play a pivotal role in economic development due to their significant proportion, their business performance remains a topic of debate. The S.M.E.s' business performance has shown slow growth while recording low productivity compared to large firms. This paper aims to develop a comprehensive Business Excellent Model (B.E.M.) that is exclusively and mutually for the business performance of S.M.E.s by investigating each criterion of the Business Excellent Model. Finding – The B.E.M. was developed by reviewing the literature on the issue from local and global contexts. Previous studies have shown that S.M.E.s require a suitable B.E.M. to catalyze their business performance. The S.M.E.s need to have seven criteria which comprise (a) leadership, (b) strategy, (c) information, (d) customer, (e) workforce, (f) process, and (g) results that are exclusively and mutually for S.M.E.s' business performance. Novelty – Finally, the literature's conclusion helps evaluate the critical issues of slow-growing and unproductive S.M.E.s in Malaysia. Furthermore, understanding every criterion of the B.E.M. would also ascertain which measures should be included in the B.E.M. for S.M.E.s. Type of Paper: Review J.E.L. Classification: M10, M11. Keywords: Small and Medium Enterprises; Business Performance; Excellent Business Model; Resource-Based View Theory; Productivity Gap. Reference to this paper should be referred to as follows: Moin, S.B; Bakar, S.B.A; Samat, M.F.B. (2023). Business Excellence Model for the Business Performance of Small and Medium Enterprises in Malaysia, GATR-Global J. Bus. Soc. Sci. Review, 11(1), 18–25. https://doi.org/10.35609/gjbssr.2023.11.1(3)

Transformational Leadership and Emotional Labor: The Mediation Effects of Psychological Empowerment

In order to survive the fiercer competition, more and more service firms emphasize front-line employees' role of creating excellent customer experience by displaying positive emotions during the service interactions. However, the underlying mechanisms for the relationship between transformational leadership and front-line employees' emotional labor remain unclear. Drawing upon the conservation of resources (COR) theory, this study develops a conceptual model in which transformational leadership influences front-line employees' emotional labor through the mediator of psychological empowerment. By collecting data from 436 employees in five call centers, we tested our model and hypotheses through PROCESS 3.3 macro for SPSS developed by Hayes. The results show that transformational leadership shows positive and negative effects on deep acting and surface acting, respectively. The positive effect on deep acting is partially mediated by psychological empowerment, while the negative effect on surface acting is fully mediated by psychological empowerment. Specifically, two dimensions of psychological empowerment (impact, self-efficacy) play negative mediating roles between transformational leadership and surface acting, while impact, self-determination, and self-efficacy play positive mediating roles of transformational leadership and deep acting. The findings advance our understanding about how transformational leadership influences front-line employees' emotional labor by introducing psychological empowerment as a mediator.

Organizational Learning at Purpose-Driven Enterprise: Action–Research Model for Leadership Improvement

Knowledge Economy companies need to be aligned with social improvement challenges not only in order to promote sustainable innovation but also because knowledge workers need to feel their work is meaningful in both organizational and social terms. This is the reason why organizational purpose might play a strategic role and becomes a top management duty. Furthermore, organizational purpose, as part of the social enterprise identity, needs to be built as a result of a new kind of leadership performance, focused on learning processes and driven by individual and organizational communication capabilities. Such a challenge points out, on one hand, that a more socially concerned enterprise is needed and, on the other, that top management capabilities must be improved in order to play the new role they are compelled to in order to promote social economy and stakeholders capitalism. What is at stake applies to both theoretically sound foundations and transformational managerial practices such as those this paper intends to apply by presenting outcomes from a research project focused on the transformational role of leadership as drivers for organizational learning capabilities improvement in search of innovation and social impact.

Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

Purpose

The purpose of the present study is to examine the direct impact of transformational leadership on non-family employee intrapreneurial behaviour and through a mediating role of corporate adaptive culture and psychological empowerment in family-owned firms.

Design/methodology/approach

The study’s sample consisted of 368 key role non-family employees at 109 family export and import firms in the Ho Chi Minh City of Vietnam. The data is analysed using a partial least square–structural equation model (PLS-SEM).

Findings

This paper shows that transformational leadership had a positive and significant influence on non-family employee intrapreneurial behaviour directly and via adaptive corporate culture and psychological empowerment as a mediating influence mechanism.

Practical implications

Family-owned firms might balance the need to maintain traditional core values and requires innovation through the development of human capital with non-family employee intrapreneurship.

Originality/value

This paper grants a unique approach to studying intrapreneurial behaviour in the context of the family-owned business.