Search Results (410)

Background: Nurse managers’ trust and inclusive leadership are critical factors that influence staff nurses’ motivation, engagement, and work effectiveness. Understanding how these elements interact can help improve organizational performance and patient care in hospital settings. Therefore, this study aimed to examine the relationship between nursing managers’ trust, inclusive leadership styles and staff nurses’ work effectiveness in Saudi Arabian hospitals. Purpose: This study aimed to examine the relationship between nursing managers’ trust, inclusive leadership styles and staff nurses’ work effectiveness in Saudi Arabian hospitals. Methods: A descriptive, correlational cross-sectional design was conducted. Data were collected by distributing questionnaires (workplace effectiveness questionnaire II, the inclusive leadership scale, and the trust in the leader scale) among 487 nurses using convenience sampling from 10 hospitals in Saudi Arabia. Results: The work-effectiveness factors of opportunity, access to support, and access to information (means: 3.43, 3.23, and 3.15, respectively) were moderately empowering. Most participants perceived the availability and accessibility (means: 3.43 and 3.23, respectively) of inclusive leadership. Meanwhile, in the trust in the leader scale, integrity and benevolence (means: 3.31 and 3.27, respectively) were more highly rated than predictability and competence (means: 2.79 and 2.81, respectively). Significant differences (p < 0.05) between nursing managers and their staff were observed across all three dimensions. Conclusions: Trust in nursing managers, inclusive leadership, and staff nurses’ work effectiveness were significantly associated, but the cross-sectional design does not support causal inference. Full article

The leadership, personality, and behavioral characteristics of senior managers relate to organizational performance in construction firms, yet these dimensions have rarely been examined together in relation to firm size. This study investigates senior managers across Turkish construction firms of different sizes. Data came from 42 directors, coordinators, and project managers representing 42 firms (response rate: 23.3%). The 23-item Turkish questionnaire was developed through theory-informed item generation, qualitative expert review, and cognitive pre-testing. It included six leadership-style indicators, five personality-trait indicators based on the Five-Factor Model, and seven managerial-behavior frameworks: Likert’s System 4, Path–Goal Theory, the Vroom–Yetton Decision-Making Model, the Ohio State Leadership Studies, the Managerial Grid Model, McGregor’s Theory X and Theory Y, and Fiedler’s Contingency Model. Because most leadership and personality dimensions were measured using single-item indicators, analyses were conducted at the item level. Small- and medium-sized firms showed higher descriptive ratings for servant and democratic leadership and more frequent consultative and participative orientations. Large firms showed higher ratings for transformational and charismatic leadership and more frequent directive and achievement-oriented tendencies. Across both groups, concern for production exceeded concern for employees, and information gathering was the most frequent decision-making approach. Democratic leadership, agreeableness, and Likert’s System 4 produced the most notable unadjusted group differences, with medium-to-substantial effect sizes, but none remained significant after Bonferroni correction. Firm size therefore appears to provide relevant context, but not a standalone explanation of senior managerial profiles. The study offers an integrated, contextual, and hypothesis-generating framework for examining senior management in construction firms. Full article

Background: Mental health nurses work in high-pressure environments where leadership styles strongly influence well-being and job performance. Toxic leadership, including abusive and authoritarian behaviors, can contribute to psychological distress, somatic symptoms, reduced job satisfaction, and lower organizational effectiveness. It may also decrease Organizational Citizenship Behavior (OCB), which reflects voluntary positive workplace behaviors. Intrinsic motivation may help buffer these negative effects by enhancing employees’ internal drive and resilience. Therefore, this study examines the associations between toxic leadership, psychological distress, somatic symptoms, and organizational citizenship behavior among mental health nurses while exploring the potential role of intrinsic motivation. Methods: This descriptive-correlational study, based on Structural Equation Modeling (SEM), was conducted at the Psychiatric Inpatient Department of Mansoura University Hospital. A total of 117 mental health nurses were recruited through simple random samplings. Data were collected using four standardized tools: the Toxic Leadership Scale, the Brief Symptom Inventory (BSI), the Intrinsic Motivation Inventory (IMI), and the Organizational Citizenship Behavior (OCB) Scale, starting from the end of May and completed by the end of June 2024. Data analysis was conducted using IBM SPSS 22 and AMOS 22, employing descriptive statistics, Pearson’s correlations, independent t-tests, and Structural Equation Modeling (SEM). Results: Toxic leadership was positively associated with psychological distress (β = 0.46, p < 0.001). Psychological distress was strongly associated with somatic symptoms (β = 0.99, p < 0.001). Intrinsic motivation was positively associated with organizational citizenship behavior (β = 0.31, p < 0.001). However, intrinsic motivation was not significantly associated with psychological distress or somatic symptoms, and no significant direct association was observed between toxic leadership and organizational citizenship behavior. Conclusions: Toxic leadership was significantly associated with higher levels of psychological distress among mental health nurses, while psychological distress was strongly associated with somatic symptoms. Intrinsic motivation was positively associated with organizational citizenship behavior. However, the hypothesized mediating role of intrinsic motivation was not supported by the structural model. These findings highlight the importance of addressing toxic leadership and promoting supportive workplace environments to enhance nurses’ well-being and organizational outcomes. Relevance for Clinical Practice: Addressing toxic leadership is essential for enhancing nurses’ well-being and organizational outcomes. Interventions targeting leadership behaviors and promoting supportive workplace environments may help reduce psychological distress and its associated somatic symptoms among mental health nurses. In addition, creating workplace conditions that support intrinsic motivation may encourage organizational citizenship behavior and professional engagement, ultimately benefiting clinical practice and patient care quality. Full article

The present study aims to examine the effect of transformational and transactional leadership styles on the effectiveness of talent management in the Jordanian Ministry of Health, where the mediating variable is employee engagement while the moderating variable is organizational culture. The current study fills an important void in the literature because few studies have integrated all these relationships within the public healthcare sector in a Middle East context. A cross-sectional quantitative study was performed using stratified random sampling over 154 departmental units within the Ministry of Health. A structured questionnaire was used to gather data from 379 healthcare professionals, which were then analyzed by applying Structural Equation Modeling (SmartPLS 4). The results show that transformative leadership (β = 0.238; p = 0.043) as well as transactional leadership are significant to the success of talent management. Leadership styles also positively affect employee engagement (β = 0.66; p = 0.001), and employee engagement in turn has a positive influence on the effectiveness of talent management (β = 0.309; p = 0.001). Organizational culture is shown to have a moderating effect (β = 0.102; p = 0.012), which strengthens the relationship between leadership and talent management. The findings underscore the need for culturally appropriate leadership development and engagement strategies in public healthcare systems. Based on the findings, policy-makers in the Ministry of Health might consider investing in leadership competency building and develop supportive organizational cultures as strategic approaches to strengthen talent management and organizational performance. Full article

Green transformational leadership is a sustainability-oriented approach with a focus on implementing green strategies among employees and the organization to improve environmental performance. The current study examines the effects of green transformational leadership on perceived ESG performance among employees of Turkish SMEs. In this respect, the indirect effects of green innovation capability as a mediating element and strategic renewal as a moderating factor are also investigated. A total of 256 SME employees from Istanbul, Ankara, and Antalya were gathered through purposive and convenience sampling methods and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results suggest that green transformational leadership positively influences employees’ perceptions of ESG. This is because such a leadership style fosters the innovation capabilities of the enterprise, which in turn contributes to the formation of positive perceptions among employees. The results also show that the positive leadership–perceived ESG link is stronger as strategic renewal increases. Using the premises of Dynamic Capabilities Theory and the Resource-Based View model, the findings offer insight into how leadership activates and directs organizational capabilities, which enable green transformation and, thus, improve ESG performance. The current findings are relevant to academic and leadership practices within a green context. However, the findings are subject to the limitations inherent in self-reported survey designs, which restrict causal inference and generalizability. However, in terms of the theories used, this study contributes by showing how green leadership yields ESG outcomes through capability-based and renewal-based mechanisms rather than managerial influence alone. Full article

Background: Micromanagement is an extensively prevalent yet relatively under-theorized management process in healthcare organizations. This narrative review synthesizes the literature on micromanagement and related leadership practices in healthcare, focusing on its antecedents, manifestations, consequences, and mitigation strategies. Methods: A structured literature search was conducted on 10 May 2024 across eight electronic databases. Eligible studies included qualitative, quantitative, mixed-methods, and applied studies published between 2003 and 2024. The main outcomes were the underlying causes and behavioral measures of micromanagement, examined directly, or closely related constructs such as excessive supervision, reduced autonomy, authoritarian leadership, toxic leadership, and controlling managerial behavior. The secondary outcomes involved organizational and patient-related effects and their respective interventions. Results: A total of twelve studies were selected. The identified antecedents of micromanagement were authoritarian leadership styles, autocratic and toxic leadership personality traits, overly intrusive supervisory practices, poor employee empowerment, complicated regulation, unclear definition of professional roles, and inherent structural challenges. Micromanagement behavior was seen in authoritative decision-making, transactional supervision, systematic reduction in employee autonomy, and institutionalized distrust. The consequences recorded include high levels of occupational stress, poor organizational productivity, poor quality of healthcare services, high employee turnover rates, and psychological problems. Conclusions: This review represents a preliminary conceptual synthesis of the literature that addresses micromanagement in healthcare. The evidence base is inconsistent, with many studies focusing on constructs that relate to micromanagement while not studying it directly. In future research, validated tools to assess micromanagement should be designed, as well as leadership interventions that benefit both workplace and patient outcomes. Full article

Background: Perceived inequity in work allocation has well-documented consequences for nurse job satisfaction, organizational commitment, and patient safety. Despite this recognition, empirical research examining how nurses in Middle Eastern healthcare contexts conceptualize allocation justice remains limited. This qualitative study explored Saudi registered nurses’ perceptions of work allocation justice, identified the organizational factors shaping those perceptions, and examined their implications for nurse well-being and quality of care. Methods: A qualitative design employing reflexive thematic analysis was used, grounded in constructivism. Semi-structured individual interviews were conducted with 17 purposively sampled registered nurses from three Riyadh-based healthcare facilities. Credibility was established through data, method, and analyst triangulation; peer debriefing; and member checking (12 of the 17 participants were purposively selected for member checking to represent the full range of experiences; 11 of those 12 confirmed thematic plausibility). Thematic saturation was reached at interview 13. Results: Six interconnected themes emerged: (1) Understanding Work Justice; (2) Personal Experiences; (3) Influencing Factors; (4) Psychological and Professional Impacts; (5) Institutional and Administrative Support; and (6) Future Perspectives. Participants define fairness as contextual equity and relational respect rather than simple numerical equality. Inequities were driven by staffing constraints, leadership styles, and policy gaps, leading to burnout and reduced organizational commitment. Conclusions: Saudi nurses experience meaningful allocation inequities arising from structural constraints, leadership variability, and the absence of written allocation policies. Addressing these inequities requires coordinated action on policy transparency, objective criteria, and psychologically safe communication channels. These findings provide contextually grounded, evidence-informed guidance for developing equitable nursing work environments that support workforce retention and patient safety. Full article

Construction management, from the contractor’s perspective, is led by the Construction Manager (CM). The work motivation and leadership style of the CM are critical variables for the successful execution of construction projects. The scientific literature identifies participative leadership as the most effective style for mitigating conflicts among various stakeholders. However, analyzing the specific variables that influence a CM’s conflict resolution capacity remains an underexplored area. Furthermore, while the CM must act as a leader for their team (subcontractors, suppliers, etc.), they remain accountable to the contractor’s senior management. Therefore, this study aims to analyze the mediating role of CM motivation in the relationship between leadership and conflict resolution capacity using Partial Least Squares Structural Equation Modeling (PLS-SEM). In the construction industry, conflict resolution is not merely a situational fix but a critical process of capturing and externalizing tacit knowledge. Knowledge management and the ability to resolve conflicts in the construction sector are directly linked, critical, and strategic in nature. Construction is an industry characterized by fragmentation, the temporary nature of its projects, diversity of stakeholders (developers, builders, subcontractors, engineering firms) and a high level of uncertainty. In this environment, conflict is virtually inevitable. However, the way in which a CM handles a conflict determines whether it becomes a destructive dispute or an opportunity for improvement. Full article

Transformational leadership (TL) remains a dominant framework in educational leadership, yet its effectiveness appears inconsistent across institutional contexts, including higher education (HE). This study develops a contingent explanation of TL using the Motivation–Ability–Opportunity (MAO) lens. Drawing on an integrative review of 19 empirical studies, the analysis examines how TL practices interact with organisational conditions to produce transformational or symbolic outcomes. The findings indicate that TL operates through three interdependent mechanisms: motivational alignment, capability development, and structural empowerment. However, these mechanisms are fragile and contingent upon contextual factors including governance autonomy, resource infrastructure, organisational culture, leadership-system maturity, and strategic orientation. When these conditions are aligned, TL fosters sustained engagement, innovation, and institutional learning. When they are misaligned, TL can devolve into rhetorical or symbolic practice, generating cynicism and inertia. The study contributes to the theory and practice of leadership in HE by reconceptualising TL as a conditional system rather than a universally effective leadership style, highlighting the importance of organisational context in enabling or constraining leadership impact. Full article

This article aims to propose a unifying conceptualization for the leadership domain utilizing ontology engineering to address conceptual ambiguity and information overlap. The approach involves identifying and defining structural, common, and underlying elements to organize leadership information. The methodology is based on a literature review guided by principles of ontology engineering. It focuses on collecting, analyzing, disambiguating, and synthesizing information to represent general elements in the leadership domain as categories, subcategories, and instances, including their relationships. The result is a unifying conceptualization comprising defined categories, subcategories, general instances, and relationships. This structure creates a taxonomic framework to organize the leadership’s domain information, classifying approaches, theories, models, styles, variables, characteristics, and organizational results. Expert validation confirms their suitability to represent the leadership domain in a general manner. Researchers can use it to understand and compare information, identify conceptual similarities and differences, and support knowledge dissemination within the leadership domain, reducing ambiguity and overlap. Full article

The dynamic development of the digital economy, accompanied by changes in the employment structure and the rise in the knowledge workforce, has led to growing interest in the concept of democratic leadership as a foundation for organisational sustainable development. Highly skilled knowledge workers seek to participate in decision-making processes, value autonomy, and expect their work to provide satisfaction and a sense of fulfilment. The transition towards sustainable development requires a new approach by leaders in managing knowledge workers. This paper presents the results of a study aimed at identifying the relationships between democratic leadership style, job satisfaction, and performance of knowledge workers. These goals are achieved through the analysis of a survey of 396 knowledge workers whose work involved the extensive use of IT in Polish companies. Structural equation modelling is used to analyse the survey data. The results indicate that the democratic leadership style has a positive effect on job satisfaction, which in turn positively influences employee job performance. The analysis further reveals that job satisfaction mediates the relationship between democratic leadership and employee performance. The findings are discussed in the context of the leadership challenges associated with sustainable organisational development in the digital economy. Full article

The public sector constitutes a complex system of psycho-affective management, where leadership and autonomy are crucial for institutional efficacy. The objective of this study was to analyze the relationship between leadership, autonomy (control over work), and other psychosocial risk factors across six departments of a government agency in Mexico, under the framework of NOM-035-STPS-2018. A quantitative, cross-sectional, and correlational design was utilized with 235 public servants, employing Reference Guide III of the official standard to identify psychosocial risk categories. The results, analyzed through Welch and Games–Howell tests, reveal significant differences based on the operational nature of each unit. Public Safety and Civil Protection present critical risks due to high demand and low control. The Municipal DIF (System for the Integral Development of the Family) stands out as a protective environment thanks to its positive leadership. A statistically significant association was identified between lower leadership quality and a decrease in work autonomy (rho = 0.701), along with a consistently low perception of performance recognition across all evaluated departments (p = 0.056). It is concluded that management style influences the perception of psychosocial risk, suggesting the need for interventions centered on humanistic leadership to mitigate occupational stress. Full article

The purpose of this study is to examine how the leadership competence of school leaders supports the implementation of psychosocial safety climate (PSC) within an educational workplace. While recent studies have considered how various leadership styles influence PSC, the processes through which school leaders at different levels enact and develop PSC in practice continue to receive limited attention. This study addresses this gap through a qualitative case study at a school in Aotearoa, New Zealand, which employed a sequential data collection process comprising 26 interviews and three focus groups. This investigation found that exemplary leadership, overcoming complexity, and multiskilled leadership are pivotal competencies that enable PSC implementation within a school setting. More broadly, we discuss how these key leadership competencies facilitate the development of policies, practices, and procedures that promote teachers’ psychological health and the four domains of the PSC framework. Finally, we propose a Leader Competence–PSC Framework as a practical tool for investigating and evaluating school leader competence across specific PSC domains. Full article

School leadership plays a key role in shaping school organization and professional practices, yet limited attention has been paid to how leadership styles vary across school contexts. Differences between rural and urban schools remain underexplored in the Spanish context. This study examines differences in leadership styles between rural and urban schools, focusing on transformational, transactional, and passive-avoidant leadership. Data were collected from 400 teachers across 31 schools (20 rural and 11 urban) who evaluated the leadership exercised by their school management teams using the Multifactor Leadership Questionnaire (MLQ5X). Non-parametric analyses were conducted to compare leadership styles and examine relationships, as well as assess the influence of school size. The results indicate significant contextual differences: rural schools reported higher levels of transformational and transactional leadership, whereas urban schools exhibited higher levels of passive-avoidant leadership. Transformational and transactional leadership were positively correlated in both contexts, while passive-avoidant leadership was negatively associated with the other styles only in urban schools. Regression analyses showed that school size significantly predicted leadership styles, with smaller schools fostering more proactive leadership practices. These findings underscore the importance of context in shaping leadership dynamics and suggest that relational features of rural leadership may inform leadership development in urban school settings. Full article

The world of Star Wars may seem far removed from Renaissance England, but through an examination of the regnal aspects of Henry VIII and (Emperor) Sheev Palpatine (Darth Sidious), it is evident that their ruling styles, concerns, and personal characteristics are quite similar. Specifically, they share (1) a connection to the arts through visual, architectural, and political themes, making them ‘Renaissance men’; (2) a fixation with male (Force-sensitive) bloodlines, whether through biological children or Sith Apprentices; and (3) a legacy of having their most powerful and ‘best’ heirs being women—Elizabeth I (r. 1558–1603) and Rey (Palpatine/Skywalker). Hence, these case studies, which rely on the trait approach of leadership, demonstrate the utility of comparing leaders from different times, cultures, and realities in an effort to understand not only good and bad leadership elements, but also the nature of leaders’ downfalls. Full article