Strengths-based Leadership and Employee Strengths Use: The Roles of Strengths Self-efficacy and Job Insecurity / [El liderazgo basado en fortalezas y la utilización de estas por parte de los empleados: el papel de la autoeficacia de las fortalezas y la inseguridad laboral]

Through the lens of self-efficacy and conservation of resources theories, the present study aims to test the mediating role of strengths self-efficacy and the moderating role of job insecurity in the relationship between strengths-based leadership and employee strengths use. Research data from 286 employees working in various organizations in China were gathered at three points in time, spaced by a four-week interval. A moderated mediation path analysis was utilized to test our hypotheses. Results demonstrated that strengths self-efficacy mediates the positive association of strengths-based leadership with employee strengths use, and job insecurity attenuates the direct association of strengths-based leadership with strengths self-efficacy and the indirect relationship of strengths-based leadership with employee strengths use through strengths self-efficacy. The present study advances our understanding of the underlying mechanisms of the relationship between strengths-based leadership and employee strengths use.(AU)

A través de la lente de las teorías de la autoeficacia y de las teorías de la conservación de recursos, el estudio pone a prueba el rol mediador de la autoeficacia de las fortalezas y el papel moderador de la inseguridad en el empleo en la relación entre el liderazgo basado en fortalezas y el uso que hacen de las mismas los empleados. Se recogieron datos de la investigación con 286 empleados de diversas empresas de China en tres momentos separados por un intervalo de cuatro semanas. Se puso a prueba las hipótesis mediante un análisis de vías de mediación moderada. Según los resultados la autoeficacia de las fortalezas media la asociación positiva del liderazgo basado en fortalezas y el uso de las mismas por parte de los empleados y que la inseguridad en el empleo atenúa la asociación directa del liderazgo basado en fortalezas con la autoeficacia de las mismas y la relación indirecta de dicho liderazgo con el uso de las fortalezas por parte de los empleados a través de la autoeficacia de las mismas. El estudio es un paso hacia el conocimiento de los mecanismos subyacentes a la relación entre el liderazgo basado en fortalezas y el uso de las mismas por parte de los empleados.(AU)

Employee Growth Mindset and Innovative Behavior: The Roles of Employee Strengths Use and Strengths-Based Leadership.

This study aimed to investigate the relationship of employee growth mindset with innovative behavior and the mediating role of use of strength as well as the moderating role of strengths-based leadership in this relationship. Data with a sample of 244 employees working in diverse Chinese organizations were collected at two points in time. Results of bootstrapping analyses demonstrated that growth mindset is positively related to innovative behavior, employee strengths use partially mediates the positive relationship of growth mindset with innovative behavior, and strengths-based leadership strengthens the direct relationship between employee growth mindset and innovative behavior and the indirect relationship of employee growth mindset with innovative behavior via strengths use. This study advances growth mindset and innovative behavior theories and research.

Strengths-Based Leadership and Turnover Intention: The Roles of Felt Obligation for Constructive Change and Job Control.

This study draws on the substitutes for leadership theory to investigate the association of strengths-based leadership with employee turnover intention and the mediating role of felt obligation for constructive change and the moderating role of job control in the linkage. Data were collected using a three-wave survey from a sample of 317 employees working in a variety of enterprises in China. The multiple regression analyses with bootstrapping procedure were utilized to examine the proposed hypotheses. The results indicate that strengths-based leadership negatively relates to turnover intention and felt obligation for constructive change partially mediates the relationship between strengths-based leadership and turnover intention. Furthermore, job control, acting as a substitute for strengths-based leadership, negatively moderates the indirect relationship between strengths-based leadership and turnover intention via felt obligation for constructive change. This study contributes to the literature of strengths-based leadership and the substitutes for leadership theory by enhancing our understanding of the effect of job control.

Evaluation of the leadership strengths of the officers serving within an APhA-ASP chapter: Implications for the profession.

BACKGROUND AND PURPOSE: To evaluate the strengths of the officers who recently served within an American Pharmacists Association Academy of Student Pharmacists (APhA-ASP) chapter and to discuss the potential impacts of these strengths upon the pharmacy profession. EDUCATIONAL ACTIVITY AND SETTING: The chapter officers from the Classes of 2010-2016 (n = 67; 66% female) voluntarily participated in a variety of leadership development programs created by the chapter advisors. Each of these programs included activities based upon the book, Strengths Based Leadership, and the determination of each officer's top five strengths using the StrengthsFinder 2.0 assessment. For this study, all of the officer's top five strengths were compiled (n = 335) and evaluated based upon their individual frequencies and their association with each of the strengths based leadership domains (i.e. executing, influencing, relationship building, and strategic thinking). FINDINGS: All 67 officers completed the StrengthsFinder 2.0 assessment with the five most frequently identified strengths being achiever (n = 27), harmony (n = 27), learner (n = 26), input (n = 19), and individualization (n = 17). In addition, the officer's strengths most frequently corresponded to the leadership domain of relationship building (35%), followed by the domains of executing (28%), strategic thinking (26%), and influencing (11%). SUMMARY: These findings may help explain why the profession continues to succeed with respect to implementing collaborative patient-centered care, but continues to be challenged with respect to maximizing professional advocacy.

Strengths-Based Nursing: A Process for Implementing a Philosophy Into Practice.

Strengths-Based Nursing (SBN) is both a philosophy and value-driven approach that can guide clinicians, educators, manager/leaders, and researchers. SBN is rooted in principles of person/family centered care, empowerment, relational care, and innate health and healing. SBN is family nursing yet not all family nursing models are strengths-based. The challenge is how to translate a philosophy to change practice. In this article, we describe a process of implementation that has organically evolved of a multi-layered and multi-pronged approach that involves patients and families, clinicians, educators, leaders, managers, and researchers as well as key stakeholders including union leaders, opinion leaders, and policy makers from both nursing and other disciplines. There are two phases to the implementation process, namely, Phase 1: pre-commitment/pre-adoption and Phase 2: adoption. Each phase consists of distinct steps with accompanying strategies. These phases occur both sequentially and concurrently. Facilitating factors that enable the implementation process include values which align, readiness to accept SBN, curiosity-courage-commitment on the part of early adopters, a critical mass of early adopters, and making SBN approach both relevant and context specific.