Mediator effects of Psychological Empowerment between Ethical Climate and Innovative Culture on Job Performance and Innovative Behavior in Nurses

AIMS

This study investigates the effects of ethical climate and innovative culture on the hospital nurses' job performance and innovative behavior with the mediating factor of psychological empowerment. To investigate the influence of a leader's innovation expectation on a nurse's innovation behavior and the mediating chain effect of job control and creative self-efficacy between a leader's innovation expectation and a nurse's innovation behavior.

BACKGROUND

Hospital nurses have an opportunity to embrace innovative behaviors and increase their performance only through a positive ethical climate and innovative culture. Unfortunately, increasing nurses' psychological empowerment as a workspace context has not been focused on the potential for hospital leadership.

METHODS

A cross-sectional study based on a questionnaire design was used for data collection and analysis. The data is collected through a voluntary survey -selected by a convenience sampling method- of 393 nurses from University Hospital. The Structural Equation Model and Bootstrap method test the study's hypotheses. A STROBE checklist was used for reporting.

RESULTS

Ethical climate and innovative culture predict job performance and innovative behavior with the mediating role of psychological empowerment. Moreover, psychological empowerment decreases the predictive power of ethical climate and innovative culture separately but increases the nurses' job performance and innovative culture.

CONCLUSIONS

Ethical climate and innovative culture significantly positively affect job performance and innovative behavior. Additionally, the mediating effect of psychological empowerment increases job performance and innovative behavior more than the effects of ethical climate and innovative culture.

IMPLICATIONS FOR NURSING MANAGEMENT

Nurses need to be prepared to practice safely, accurately, and compassionately by translating moral values into rules of the nursing profession, where innovation increases at an astonishing rate. Nurse leaders and hospital managers should establish ethical norms as the consensus of ultimate criteria of validity of the rational analysis of tasks or particular nursing practice concepts, with an innovative culture by empowering nurses exceedingly in their workplace.

The effect of role-related stressors on nurses' burnout syndrome: The mediating role of work-related stress

PURPOSE

This study sought to investigate the effects of role conflict, role ambiguity, and workload on burnout syndrome among clinical nurses working in university hospitals and the mediating role of work-related stress in these effects.

DESIGN AND METHODS

Cross-sectional questionnaire-based survey was conducted. Data from 386 nurses were evaluated. The research variables were analyzed using statistical methods such as factor analysis, correlation analysis, regression analysis, Sobel tests, and bootstrapping method.

FINDINGS

It was determined that role conflict, role ambiguity, workload, and work-related stress affect nurses' burnout significantly and work-related stress has a mediator role between burnout and the independent variables.

PRACTICE IMPLICATIONS

Nurses' burnout syndrome can be prevented if managerial practices to reduce the sources of role-related stressors and work-related stress are implemented by managers.

Impact of cultural values on leadership roles and paternalistic style from the role theory perspective

Purpose

This paper researches the effects of the cultural context from values' ground on leadership roles and the effects of roles on styles. The idea behind this study is to show that cultural communities have different cultural models regarding the kinds of roles leaders should or should not play.

Design/methodology/approach

The sample was chosen from the part of the town where the immigrant workforce is growing, as well as it is the closest growing economic area to Europe in Turkey.

Findings

The analysis shows that cultural values significantly affect leadership roles. Additionally, there is a correlation between roles and paternalistic leadership style. Asian cultural values do affect leadership roles more than Western values. Additionally, each culture is diminishing the other. As leadership roles increase, they are acting as paternalistic leadership substitutes.

Originality/value

Interestingly we have introduced paternalistic leadership substitutes to literature and showed that paternalistic leadership is not only culturally but also contextually bounded.

Organizational Xenophobia: Effects of Leadership with Moderation of Satisfaction with Life: A field study in the Sample of Dense Migrated Province

While workplace leadership is widely discussed in the management literature, less is known about the outcomes and influence process of leaders, under which xenophobic behaviours are generating. In other words, even if xenophobia is likely to be generated from economic losses and social factors according to literature, leadership can deliberately produce a “hostile environment” for migrant employees. This paper scrutinizes the effect of paternalistic leadership and its dimensions on xenophobia in the context of business organizations. Besides, the life satisfaction factor has been functionalized as a moderator in this process. Cross-sectional survey data (n=395) were obtained from employees and analysed with a variance-based structural equation modelling (VB-SEM) and multivariate regression technique. Research findings prevail that paternalistic leadership significantly decreases personal or individual fears, on the other hand; it increases political and cultural fears against “others” in organizations. To avoid xenophobia, a special effort should be made to ensure that the relevant styles and broader organizational context are accurately assessed when reducing fear against others.

How does Leadership Effectiveness related to the Context? Paternalistic Leadership on non-financial Performance within a cultural Tightness- Looseness Model?

Current emphasis in culture research focuses on how leaders might change the culture to improve organizational performance. However, how culture affects organizational performance under active leadership relations research has resulted in conceptual ambiguities, as well as contradictory empirical findings. We argue that organizational culture moderates the effectiveness of leadership on organizational performance. We used an ethical approach to generalize paternalistic leadership in moderating Turkish organizational culture. The results indicate that paternalistic leadership functions are divided into two dimensions: family relationships and non-work life involvement, and the overall effects of paternalistic leadership on non-financial performance are unconnected to organizational culture, namely cultural tightness-looseness (CTL).