The Effect of Entrepreneurial Leadership on Employees’ Tacit Knowledge Sharing in Start-Ups: A Moderated Mediation Model

Unleashing employees' entrepreneurial potential in Saudi start-up companies: the role of psychological empowerment as a mediator between entrepreneurial leadership and employees' entrepreneurial behavior

The business market through which start-ups operate has become intensively competitive in recent years. Developing employees' entrepreneurial behavior is thus a priority for thriving in such conditions. This research attempts to explore the antecedent of such behavior by testing a research model that incorporates the linkages between entrepreneurial leadership, psychological empowerment, and employees' entrepreneurial behavior. The structural equation modeling analysis performed on a sample of 256 employees working in Saudi start-up companies showed that entrepreneurial leadership has no direct effect on employees' entrepreneurial behavior; instead, the impact turned out to be indirect through enhancing employees' psychological empowerment. The study holds several implications for researchers and practitioners in the field.

The effect of ambidextrous leadership on knowledge sharing behavior among nurse specialists: a chain mediation role of perceived organizational support and organizational commitment

BACKGROUND

Knowledge sharing behavior of nurse specialists can cultivate nurses' core abilities, improve the quality of healthcare system services, and enhance people's well-being. Ambidextrous leadership can increase the level of knowledge sharing behavior, but the exact mechanism in nurse specialists remain unclear. This study investigated the relationship between ambidextrous leadership and knowledge sharing behavior among nurse specialists, with a specific focus on the mediation roles played by perceived organizational support and organizational commitment.

METHODS

An anonymous cross-sectional survey with a convenience sampling among nurse specialists was conducted in Anhui Province, east China from July to September 2024. Sociodemographic information questionnaire, Multifactor Leadership Questionnaire, Perceived Organizational Support Scale, Chinese Employees Organizational Commitment Scale and Knowledge Sharing Behavior Scale were used to collect data. SPSS23.0 and AMOS 26.0 were used for statistical analysis.

RESULTS

A total of 298 nurse specialists participated in this study. The average score of nurse specialists' knowledge sharing behavior was 55.00(10.65). Knowledge sharing behavior was positively correlated with ambidextrous leadership (r = 0.562, p<0.01), perceived organizational support (r = 0.575, p<0.01), and organizational commitment (r = 0.413, p<0.01). The total effect (β = 0.635) of ambidextrous leadership on knowledge sharing behavior consisted of a direct effect (β = 0.320) as well as an indirect effect (β = 0.315) mediated through perceived organizational support and organizational commitment. Perceived organizational support and organizational commitment have a chain-mediated effect (β = 0.056) between ambidextrous leadership and knowledge sharing behavior among nurse specialists, bootstrap 95% confidence interval (0.018,0.131), which represented 8.8% of the total effect.

CONCLUSIONS

This study confirms that ambidextrous leadership has a significant positive predictive effect on knowledge sharing behavior. Ambidextrous leadership was first associated with an increase in perceived organizational support, followed by a sequential ascend of organizational commitment, which associated with an improvement in knowledge sharing behavior among nurse specialists at last. Hospital managers can increase the levels of knowledge sharing behavior among nurse specialists by improving ambidextrous leadership, perceived organizational support and organizational commitment.

Examining the Effect of Entrepreneurial Leadership on Nursing Team Creativity in New Hospitals: A Structural Equation Model

METHODS

This cross-sectional study sampled 833 nurses from 2 new hospitals in Guizhou Province, China. They completed a questionnaire on entrepreneurial leadership, nursing team creativity, innovation climate, creative self-efficacy, team psychological safety, and knowledge sharing. Data were analyzed using structural equation modeling.

RESULTS

Entrepreneurial leadership positively influenced nursing team creativity. Innovation climate, creative self-efficacy, team psychological safety, and knowledge sharing mediated the relationship between entrepreneurial leadership and nursing team creativity in new hospitals.

CONCLUSIONS

This study confirmed the significant role of innovation climate, creative self-efficacy, team psychological safety, and knowledge sharing in mediating the relationship between entrepreneurial leadership and nursing team creativity through empirical analysis.

Entrepreneurial leadership, nurses' proactive work behavior, and career adaptability: a structural equation model

BACKGROUND

Healthcare organizations with practitioners who exhibit proactive work behavior and career adaptability acquire a competitive advantage in the face of many adversities. Entrepreneurial leadership (EL) is a new leadership approach that has a huge impact on followers' behavior, although research into its theory and empirical evidence is still in its infancy.

METHODS

A non-probability convenience sample methodology (n = 450) was utilized to choose study participants, who were equally dispersed among the two private hospitals in Alexandria. A cross-sectional study was carried out in all departments of the hospitals, which were chosen at random using a simple random procedure. Three validated scales were used in this study to measure the study variables and establish a structural equation model.

RESULTS

The result of this study revealed that nurses perceived moderate mean scores of all variables; entrepreneurial leadership (140.84 ± 11.94), proactive work behavior (46.02 ± 5.85), and career adaptability (85.55 ± 10.35). In addition, the structured equation model revealed a goodness fit index and presents that entrepreneurial leadership significantly affects nurses' proactive work behavior with an estimated β of 0.555, coefficient of regression C.R. of 4.006, at P value < 0.001. Also, it significantly affects career adaptability with an estimated β of .834, a coefficient of regression C.R. of 3.491 at P value < 0.001.

CONCLUSIONS

The developed structural equation model confirmed the significant impact of entrepreneurial leadership (EL) on nurses' proactive work behavior (PWB) and career adaptability (CA)". Therefore, this study offers important implications for nurse managers, staff nurses, hospital human resources management practice, and academics.

Willingness and influencing factors of old-age care mode selection among middle-aged and older adults in Henan Province, China

BACKGROUND

The choice of old-age care methods or places plays an important role in improving the quality of life and well-being of older adults. This study aimed to analyze the choices of various old-age care modes (OCMs) among middle-aged and older adults (MOA) aged 40 years and older in Henan Province, China, and to explore the influence of personal health status, perspectives on old-age (POA) and external support received on their choices.

METHODS

This study analyzed the data from the previous survey which included 911 MOA. The mean comparison method was used to analyze the evaluation of MOA prior to selecting OCMs, and the effect of individual characteristics, external support received, and personal health status on the choice of OCM for MOA was assessed by Logistic regression (LR) and Concentration Index. The Mediation Effect Model was used to explore effect manner and scope of MOA' POA in their choice of OCM.

RESULTS

The overall scores for MOA on the choice of the home-based, community-family, retirement village, nursing homes OCM were 4.06 ± 0.81, 3.70 ± 0.88, 3.72 ± 0.90, 3.49 ± 0.97, respectively. The LR model indicated that education level, number of children, relationship between family members and the relationship with neighbors affected the choice of OCM for MOA (P < 0.05). Difference in OCM selection was relatively the largest based on the individual's POA (Concentration index = -0.0895 ~ -0.0606), and it was shown to play a mediating role in other factors influencing the choice of OCM for MOA (Mediation effect = -0.002 ~ 0.013).

CONCLUSIONS

The evaluation of MOA on choosing a non-home OCM was generally, and the number of children and external support received were shown to have a relatively substantial impact on the choice of OCM among MOA, however, their power was affected by MOA' POA. Policy makers could encourage the MOA' selection of non-home OCM by improving the relationship among MOA persons while positively transforming their POA.

Transformational and entrepreneurial leadership: A review of distinction and overlap

Entrepreneurship represents a key motor of economic growth, and entrepreneurial leadership (EL) represents a vital constituent thereof. However, its examination remains factious, and integration with the wider leadership literature is fragmentary. EL is claimed by some as representing a construct distinct from extant leadership styles, even though the major contribution made by transformational leadership (TL) theory remains under-researched and under-reported. Furthermore, TL is often used to measure leaders in entrepreneurship, resulting in a lack of clarity regarding the relationship between TL and EL. Our study seeks to contribute to the literature by elucidating the distinction and overlap between the two leadership constructs, as currently defined by available questionnaires. To this end, conceptual work, current findings, and research practice are reviewed. Drawn from a final sample of 25 articles, our findings show appreciable conceptual divergence. However, questionnaires of EL overlap significantly with TL and are subject to validation and discriminant validity issues; many researchers furthermore continue to use TL questionnaires to measure EL. Very little compelling empirical evidence for divergent validity was found, though strong correlations between EL and TL were observed. Our study contributes an overview of EL from the viewpoint of leadership science, providing recommendations to entrepreneurship researchers examining EL. We suggest that future work should satisfy two main goals: the establishment of a conceptualization of EL which can empirically demonstrate divergent validity versus other, accepted measures of leadership, and the creation of a cogent and a specific theoretical model to support it.