Leadership styles on job satisfaction and security among healthcare workers during the COVID-19 pandemic.

BACKGROUND: Hospitals employ many social workers, whose tasks are complicated and arduous. Quality of life assessments by healthcare professionals (HCWs) are essential for better healthcare and skillful health service delivery. HCWs have been under tremendous mental and psychological strain and at high risk of virus acquisition since the COVID-19 pandemic outbreak. OBJECTIVE: This study evaluated public hospital efficiency issues and remedies in the Kingdom of Saudi Arabia. METHODS: The study examined leadership styles and job satisfaction among Saudi Arabian healthcare workers (HCWs). Between September 1 and December 31, 2021, a descriptive cross-sectional investigation was conducted. During the COVID-19 pandemic, a verified web-based survey reached the appropriate sample and data was collected. A web-based self-administered survey collected demographic data, leadership style using Multifactor Leadership Questionnaire Form 6-S (MLQ-6S), and health care employee satisfaction (SEHC) from HCWs. RESULTS: Leadership styles affected HCW job satisfaction, according to this study. Individual concern, idealized influence, contingent compensation, and inspiring motivation were negatively correlated with work satisfaction ratings. CONCLUSION: Creating a special training programme for new leaders should cover leadership styles and approaches, the skills needed to foster a productive workplace with high-quality care, and the creation of motivated work opportunities that can boost worker engagement and satisfaction.

Analysis of leadership and team management skills of middle-level healthcare managers of Valsad district, Gujarat.

Background: The healthcare managers need to develop the managerial skills and use it for better healthcare delivery. A manager requires leadership skill to empower employees and motivate them to work in an efficient manner to achieve organizational goal. Motivating employees/subordinates and developing positive attitude toward them is one of the crucial skills that the leader needs to develop. The way health team works as a unit affects the outcome and needs good leader. With this background, the current study tends to explore the managerial skills of middle-level managers. Objectives: 1. To assess the leadership and team management skills of middle-level managers and 2. To find out motivational factors used by managers. Materials and Methods: A cross-sectional study was conducted among district-level healthcare managers and medical officers. Data collection was performed via semistructured and scale-based questionnaire and analyzed using Microsoft office excel. Results: 60% of managers had participative leadership style. Team work skills were fair enough among the managers. 53% of medical officers were freshly appointed with experience of less than one year. The middle-level managers used appreciation of work (41.8%) as major motivator of the team. Conclusions: The middle-level healthcare managers have good leadership quality as well as teamwork skills. Appreciation of work is commonly used motivator.

How do organizational culture and leadership style affect nurse presenteeism and productivity?: A cross sectional study of Hong Kong acute public hospitals.

BACKGROUND: Presenteeism is defined as a type of work behavior in which employees are physically present at work when ill, often with reduced performance. While organizational culture and leadership style are known to impact the organizational behavior of hospital staff, as indicated by increased burnout and decreased work engagement, their impact on nurse presenteeism and productivity has not been explored. Moreover, nursing studies often neglect the importance of using multi-level analysis, adopting aggregated unit-level scores to account for collective perceptions to evaluate culture and leadership. OBJECTIVE: This study aims to evaluate the impact of unit-level organizational culture and leadership style on individual-level nurse presenteeism and productivity in acute care hospitals using multilevel analysis. DESIGN: Cross-sectional study. SETTING(S): Three major acute care public hospitals in Hong Kong, where public hospitals provide over 90 % of inpatient services. PARTICIPANTS: All full-time nurses (N = 4657) in the three study hospitals were invited to participate in this study. A total of 2339 nurses responded to the survey for a 65 % response rate. METHODS: Organizational culture and leadership style are characterized using the competing values framework and a two-factor leadership style typology, respectively. Multilevel hierarchical linear modeling was applied with unit-level clustering in each hospital. RESULTS: Hierarchical culture was the dominant culture (M = 3.64, SD = 0.74) in our nurse sample. None of the unit-level organizational culture and leadership styles were associated with nurse presenteeism, however, rational organizational culture at the unit-level was significantly associated with increased productivity (regression coefficient: 0.17, 95 % CI: 0.04-0.31). CONCLUSIONS: This study provides hospital managers with improved understanding of the differential impact of unit-level organizational culture and leadership style on nurse presenteeism and productivity. Unit-level leadership style did not have a direct impact on nurse presenteeism and productivity in this study, while the externally focused rational organizational culture increased nurse productivity. Further research is needed to understand the impacts of modifiable work factors and nurse psychosocial emotions on presenteeism and productivity.

Leadership in ophthalmology by humanity and competence.

Leadership in healthcare institutions has a direct impact on the practice of the medical and nursing professions. The respective leadership style that is cultivated in a medical institution therefore has a direct impact on the personnel and thus a direct impact on the treatment of patients, in both senses of the word. Leadership in healthcare should therefore inspire, motivate, and guide healthcare workers to use their individual and collective skills as well as the available resources in the best possible way for the benefit of patients. This is the task and obligation of all those working in the healthcare system. The German Society of Ophthalmology (DOG) has established a leadership academy for ophthalmologists to meet the requirements of the modern healthcare market for leadership qualifications.

Advancing our understanding of humble leadership in healthcare: a scoping review.

PURPOSE: This study aims to advance the understanding of humble leadership (HL) in health care. DESIGN/METHODOLOGY/APPROACH: This study presents a scoping review to explore and synthesize the existing knowledge in the literature. The search process encompassed three main online databases, PubMed, Scopus and Web of Science. Due to the novelty of the topic of HL in health care and the lack of research in this area, all articles published until the end of February 2023 were considered in this study. FINDINGS: A total of 18 studies were included. The results showed that in the period of 2019-2023 more attention was paid to HL in health care than in previous years. The research design used in these articles included quantitative (n = 13) and qualitative (n = 5) methods and the statistical population included nurses, hospital employees and health-care department managers. Based on the results obtained, the definition of HL can be divided into two general approaches, including self-evaluation and the way one treats others. In addition, humble leaders in the health-care sector should exhibit certain behavioral characteristics and finally, the results indicated that HL has several positive consequences; however, little attention has been paid to the factors influencing HL in health care. PRACTICAL IMPLICATIONS: This research will help practitioners gain a deeper understanding of the various applications of HL in health care. ORIGINALITY/VALUE: To the best of the authors' knowledge, no comprehensive research review has yet been conducted on the application of HL in health care.

Are African academic women more emotionally intelligent than men? Exploring emotional intelligence, gender, and leadership in higher education.

In recent years, organizational and management research has been reporting the presence of a systematic link between emotional intelligence (EI) and leadership effectiveness. Notwithstanding the practical significance, however, scholarly attention is far from adequate especially in the context of African higher education. Thus, taking Ethiopia as an example, this study investigates (a) gender differences in EI and (b) the relationship between EI and leadership style among leaders in selected higher education institutions. The study was conducted on 210 random samples of academic leaders (135 men and 75 women). Data was generated using an adapted measure Emotional and Social Competence Inventory (ESCI) to assess leaders' emotional intelligence (EI), while the Multifactor Leadership Questionnaire (MLQ-5x) was used to measure leadership styles. The findings show a strong positive relationship between emotional intelligence and transformational leadership, but no relationship was found between EI and transactional leadership. On the other hand, a significant negative correlation was found between laissez-faire leadership and leaders' total EI scores. Furthermore, the study finds significant gender differences in emotional intelligence, with female leaders scoring higher in overall emotional intelligence and most of the EI components. These findings suggest that EI is the female leadership advantage. We strongly advise university administrators and policymakers to incorporate EI as a criterion for the recruitment, selection, and promotion of academic leaders to close the gender gap in higher education leadership.

Comparative Analysis of Female Leadership Styles in Public and Private Sector Universities: A Study in Pakistan.

This study aimed to compare the styles of leadership practices of female leaders in public and private Universities in Pakistan. In this study, both quantitative and qualitative data were collected using a mixed-method approach. An adapted and developed questionnaire was used for quantitative data collection, whereas qualitative data were collected through a semi-structured interview schedule. A sample of 200 female leaders was selected for quantitative data collection, while 10 females from the said sample were selected for qualitative data collection through a simple random method. Quantitative data were analyzed using SPSS, whereas qualitative data were analyzed using thematic analysis. Based on the statistical results, this study discovered statistically significant differences in female transformational and transactional leadership styles and significant differences in job performance based on the university sector. This study discovered statistically insignificant differences based on the different positions of female leaders regarding transformational and transactional leadership, and job performance. Moreover, qualitative data revealed that female leaders clearly understood both leadership styles and how to improve job performance by practicing them. The originality of this study concerns the identification of the differences between leadership styles (transformational and transactional) practiced by female leaders of public and private Universities in Pakistan and explains female leaders' perceptions of the role of leadership styles in their job performance.

[Leadership in ophthalmology by humanity and competence]. / Führung in der Augenheilkunde durch Menschlichkeit und Kompetenz.

Leadership in healthcare institutions has a direct impact on the practice of the medical and nursing professions. The respective leadership style that is cultivated in a medical institution therefore has a direct impact on the personnel and thus a direct impact on the treatment of patients, in both senses of the word. Leadership in healthcare should therefore inspire, motivate, and guide healthcare workers to use their individual and collective skills as well as the available resources in the best possible way for the benefit of patients. This is the task and obligation of all those working in the healthcare system. The German Society of Ophthalmology (DOG) has established a leadership academy for ophthalmologists to meet the requirements of the modern healthcare market for leadership qualifications.

[Leadership from the perspective of next generation ophthalmologists]. / Leadership aus Sicht des ophthalmologischen Nachwuchses.

Managers in the healthcare system play a critical role in ensuring high quality patient care, optimization of resources, management of complex situations, creation of a positive work environment and promotion of continuous progress. They set clear goals, support interdisciplinary collaboration, ensure patient safety and quality care, and assist in the development of future leaders. To accomplish these multiple tasks, important qualities such as integrity, communication skills, self-awareness, ability to learn, influence, empathy, courage, respect, ability to delegate and gratitude are essential. We conducted a survey among the followers and members of the Young-DOG to find out their desired characteristics of leaders. In this survey modern aspects of leadership styles such as communication, loyalty, support, reliability and trust were particularly important to young medical professionals. Classical attributes such as expertise and assertiveness were rated as somewhat less significant. This finding underlines the importance of leadership programs such as the Leadership Academy of the German Society of Ophthalmology (DOG) or the European Leadership Development Program of the European Society of Ophthalmology (SOE). The latter is briefly presented in an excursus.

The influence of psychological characteristics on managers efficiency within medical institutions during the COVID-19 pandemic.

This article examines the theoretical and practical aspects of the activity of medical managers, the social and psychological climate within teams, and interpersonal relations. The goal of the study was to investigate the interpersonal interaction styles and intragroup relations between team members and managers, as well as to determine the impact of managers' psycho-emotional characteristics on their effectiveness during the COVID-19 pandemic. A total of 158 medical workers participated in the study, which was conducted in 2021 using a self-developed questionnaire. The expert evaluation method and standardized psychodiagnostic methods were used. We identified negative factors that affected the management of medical institutions during the pandemic, such as deficiencies in material and economic support, low levels of managerial competence, violation of collegiality and fairness principles during duties and rewards distribution, and deficiencies in manager recruitment. The most psychologically challenging aspects of managing or working in a medical facility during a pandemic include excessive emotional tension and stress, high levels of responsibility, lack of management experience and/or competence in crisis conditions, physical overload, work outside of working hours, and lack of adequate rest. A mini-personality profile of the effective manager of medical institutions in pandemic conditions was developed. One of the psychological regularities of a manager's performance identified is the presence of self-regulative skills in negative emotional states, pronounced activity and energy, mobility, and a strong desire for action.

Perceived Utilization of Leadership Styles Among Nurses.

Background: Nurses´ perceptions of leaders´ leadership styles has a significant impact on their well-being. Effective leadership in health care is crucial for improving and enhancing the effectiveness of health care systems. This study aimed to assess the perceived utilization of leadership styles among nurses at Jimma town public health facilities, Ethiopia. Methods: This facility-based cross-sectional study was conducted with 403 nurses. Data were collected through a self-administered structured questionnaire. Data were entered into Epi-Data version 4.6 and then exported to SPSS version 25. The strength of association was described using unstandardized adjusted ß with a 95% confidence interval (CI) and p-value <0.05. Results: Of the 422 participants, 403 completed and returned the questionnaire correctly, thus achieving a response rate of 95.5%. Staff nurses perceived that their head nurses fairly often or commonly used transformational leadership styles, with a mean of 2.77±0.60. The multivariable linear regression analysis model indicated that there was a positive relationship between perceived leadership style and gender, overall organizational commitment, overall job-related stress, overall innovative work behavior, and overall leadership practice. However, there was a negative relationship between perceived leadership style and nurses who had not received previous training on leadership. Conclusion: This study highlights that transformational leadership is a commonly utilized leadership style by leader nurses. Effective and balanced use of various leadership styles requires knowledge (training), organizational commitment, and innovative work behavior from both leaders and staff nurses. Therefore, a transformational leadership style is key to achieving organizational goals and increasing staff nurses' productivity.

Relationship between Principals' Leadership Styles and Teachers' Behavior.

An effective leader follows a style that helps maintain good relations with his staff. A school leader should use a style best suited to his teachers' behavior. This research investigates the association between four leadership styles (instructional, democratic, transformational, and laissez-faire) and teachers' behavior in Malaysia. This study applied a quantitative research method using a survey technique by administering questionnaires. Both descriptive and inferential statistics were used to analyze the data. Multiple regression and ANOVA were used to study the strength of the relationship between variables. The research found average care of the principals towards teachers' emotional behavior. Democratic leadership style showed significant relationships that explain 28.5% of the variation in the emotional behavior of the teachers. Leaders with a democratic leadership style were more aware of and responded positively to teachers' psychometric behavior. School principals with transformational leadership styles responded positively to teachers' pro-social behavior, although the relationship was weak. These results indicate that a democratic leadership style addresses the issues of teachers' emotional behavior, while instructional leadership, which is the most perceived leadership style, does not. The result of this study can guide Malaysian school principals in choosing the appropriate leadership style best suited to teachers' behavior.

Health-oriented leadership, gender-differences and job satisfaction: results from a representative population-based study in Germany.

BACKGROUND: In recent years, the topic of health-oriented leadership (HoL) has often been investigated with health-related outcomes like general health, strain, depression, and anxiety symptoms. In contrast, research which considers the gender of leaders and employees in connection to HoL as well as studies on relationships between HoL and job satisfaction, are scarce. The aim of this paper is to explore the relationships between HoL and health status assessed by employees and leaders, to analyse the relationships between HoL and job satisfaction as a non-health-related outcome for employees and leaders and to examine differences in the assessment of HoL between men and women in a representative dataset of the working population in Germany. METHODS: Data were collected via an access panel as a cross-sectional survey. The quota sample included 643 German workers (managers and employees). We focused on staff-care as a core component of HoL. Statistical analyses were performed using Pearson correlations and regression analyses as well as t-tests and Mann-Whitney-U-Tests. RESULTS: The results showed no significant differences between male and female employees or leaders in assessing HoL. Regarding HoL we found relationships between self-rated health status or job satisfaction, both for the self-rated assessment of leaders and employees. CONCLUSIONS: Our findings indicate relationships between HoL and well-being as well as job satisfaction at the workplace. For interventions of any kind, the lack of gender effects leaves a wide scope for the implementation of health-promoting measures. In particular, the findings on the relationship between HoL and job satisfaction through leaders' self-assessment could be used for salutogenic approaches to strengthen resources in leadership trainings.

Work ability among employees 2-10 years beyond breast cancer diagnosis: Late treatment effects and job resources - A longitudinal study.

BACKGROUND: The number of workers who have previously undergone a cancer treatment is increasing, and possible late treatment effects (fatigue, physical and cognitive complaints) may affect work ability. OBJECTIVE: The aim of the study was to investigate the impact of late treatment effects and of job resources (autonomy, supportive leadership style, and colleagues' social support) on the future work ability of employees living 2-10 years beyond a breast cancer diagnosis. METHODS: Data at T1 (baseline questionnaire) and at T2 (9 months later) were collected in 2018 and 2019 (N = 287) among Dutch-speaking workers with a breast cancer diagnosis 2-10 years ago. Longitudinal regression analyses, controlling for years since diagnosis, living with cancer (recurrence or metastasis), other chronic or severe diseases, and work ability at baseline were executed. RESULTS: Higher levels of fatigue and cognitive complaints at baseline predicted lower future work ability. The three job resources did not predict higher future work ability, but did relate cross-sectionally with higher work ability at baseline. Autonomy negatively moderated the association between physical complaints and future work ability. CONCLUSIONS: Fatigue and cognitive complaints among employees 2-10 years past breast cancer diagnosis need awareness and interventions to prevent lower future work ability. Among participants with average or high levels of physical complaints, there was no difference in future work ability between medium and high autonomy. However, future work ability was remarkably lower when autonomy was low.

Trust, performance and level of happiness of healthcare employees in the presence of authentic leadership.

BACKGROUND: Authentic leadership (AL) is an interesting topic in the organizational behavior literature that has attracted the attention of researchers since the last decade. OBJECTIVES: This research examines the employee-centered aspect among AL, trust, happiness at work and individual performance through a sequential mediating approach. METHOD: Data was collected from 435 healthcare professionals working in various hospitals in Pakistan. AL-independent variables were measured and the trust mediating variables were assessed through a questionnaire. The level of happiness at work and IP-dependent variables were measured through a survey. RESULTS: The results revealed a significant and positive effect of AL on the individual performance that is connected both directly and indirectly through mediating effects of trust and happiness at work. Furthermore, the results showed that AL created a trustworthy atmosphere among the workers that enhanced employee's happiness at work and, subsequently, improved their job performance and motivation. CONCLUSION: This research delivers new and important results as, one the one hand, it depends on the sequential mediating effects of constructs whereas, on the other hand, it integrates four important variables in one model. Theoretical and practical implications along with future recommendations were presented for organizational management.

Differences in the COVID-19 Pandemic Response between South Korea and the United States: A Comparative Analysis of Culture and Policies.

The impact of the COVID-19 pandemic has varied across countries. Some countries controlled the virus relatively well, while others did not. In the United States, almost a million people died. However, South Korea's death toll is only about 12,000 even though its population is about one-sixth of the United States. What caused the difference? We argue that public compliance to government direction is the primary reason. South Korea's collective culture valuing communal benefits helped the people conform to government directions, such as mask wearing in public places. By contrast, American people resisted the government policies that restrict individual freedom due to the individualistic culture. In South Korea, historical experiences of relatively frequent national crises led to the rise of defensive nationalism, resulting in national union. However, the United States had relatively fewer national crises, and thus nationalism did not rise. Instead, national division, xenophobia, and hatred toward Asians prevailed in the United States. Besides the cultural differences, differences in national leader's characteristics, past experiences of public health crisis, and political system also contributed to the different outcomes of the crisis.

[A Correlational Study of Leadership Styles and Nurses' Morale and Intention to Stay].

BACKGROUND: The leadership style of head nurses affects the organizational atmosphere of nursing teams. PURPOSE: The aim of this study was to analyze the correlation between head nurse leadership styles and nurses' morale and intention to stay, as well as the explained variance for each. METHODS: The descriptive correlational design employed in this study used a convenience sample of 790 nursing staff working at a medical center in southern Taiwan. We cross-sectionally surveyed each participant's intention to stay, morale, and perception of their head nurse's leadership style. RESULTS: The participants perceived their head nurses as having both transformational and transactional leadership styles. A moderate to highly positive correlation was identified among leadership style, morale, and intention to stay. One-way analyses of variance found that the participants who were seniors, were married, had children, were at clinical ladder N3 or above, had rotation experience, and held a public servant position had relatively higher morale and intention to stay. After controlling for potentially confounding factors, hierarchical regression analyses revealed that the explained variance of leadership styles on intention to stay and morale was 22% and 28%, respectively. Transformational leadership was found to significantly predict intention to stay and morale. However, transactional leadership significantly impacted morale only, albeit at a lower level than transformational leadership. CONCLUSIONS / IMPLICATIONS FOR PRACTICE: How nurses perceive the leadership style of their head nurses may affect their intention to stay and morale while at work. Advanced training to strengthen and internalize leadership styles for head nurses is suggested. Creating a positive and friendly working environment is conducive to improving the morale of nurses and retention rates in the nursing workplace.

Nurse leaders' work-related well-being-Relationships to a superior's transformational leadership style and structural empowerment.

AIMS: To describe how nurse leaders' work-related well-being is related to a superior's transformational leadership style and structural empowerment. BACKGROUND: The demanding role of nurse leader means that these professionals experience emotional exhaustion and challenges with work-life balance. They can also be influenced by the leadership style of their own superiors. METHODS: A cross-sectional questionnaire using two internationally validated scales, namely, the Transformational Leadership Scale and Conditions For Work Effectiveness Questionnaire-II, was used. Statistical methods were applied during data analysis. RESULTS: A total of 155 nurse leaders participated completed the questionnaire. The participants' work-related well-being scores ranged from 8 to 10. The participants felt that their superiors employ transformational leadership. The dimension of feedback and rewards received the lowest scores, whereas the nurse leaders reported moderate overall empowerment levels. A nurse leader's work-related well-being was positively correlated with structural empowerment and their superior's leadership style. CONCLUSIONS: Despite the fact that nurse leaders reported relatively high levels of work-related well-being, more attention should be paid on the feedback and rewards and on the support of superiors as they positively influence the work-related well-being. IMPLICATIONS FOR NURSING MANAGEMENT: Transformational leadership should be supported in organisations and through education as it strengthens work-related well-being and structural empowerment of nurse leaders.