The impact of public leadership on collaborative administration and public health delivery.

BACKGROUND: This research depicts the linkage of public leadership on public health delivery (PHD) and collaborative administration. The research is also focused to examine the effect of public leadership on public health delivery through the intervening variable of collaborative administration by using both social information processing theory and collaboration theory. METHODS: This research is based on quantitative method. Data was collected from 464 public hospital administration in the context of Pakistan. This study evaluated data using SPSS, AMOS, and PROCESS Macro. RESULTS: Public leadership has a positive profound effect on public health delivery and collaborative administration, and that collaborative administration significantly promotes public health delivery. The outcomes also exposed that public leadership has substantial influence on public health delivery through intervening collaborative administration. CONCLUSIONS: Whilst public leadership demonstrated positive outcomes on public health delivery and collaborative administration, there is a need for more rigor studies on collaborative governance leadership, collaborative ethics and collaborative norms in the public health service.

Servant leadership and employee prosocial rule-breaking: The underlying effects of psychological safety and compassion at work.

The study intends to investigate the impact of servant leadership on pro-social rule-breaking directly and through the intervening mechanism of psychological safety. More, the study also plans to investigate whether compassion at work moderates the effect of servant leadership on psychological safety and pro-social rule-breaking and the indirect intervening effect of psychological safety between servant leadership and pro-social rule-breaking. Responses were collected from 273 frontline public servants in Pakistan. Using social information processing theory, the results revealed that servant leadership positively influences pro-social rule-breaking and psychological safety and that psychological safety influences pro-social rule-breaking. Results also revealed that psychological safety acts as an intervening mechanism in the relationship between servant leadership and pro-social rule-breaking. Moreover, compassion at work significantly moderates the relationships of servant leadership with psychological safety and pro-social rule-breaking, and that compassion at work ultimately alters the size of the intervening effect of psychological safety between the connection of servant leadership and pro-social rule-breaking.

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor-Subordinate Exchange Guanxi.

How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor-subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor-subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of "ambidextrous leadership-employee's affective commitment-workplace deviance behavior." The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees' workplace deviance behavior, and supervisor-subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees' workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.