A systematic review of leadership styles in healthcare sector: Insights and future directions.

In light of the ongoing global health crisis, the significance of leadership within the healthcare sector has intensified. Given this consideration, the significance of appropriate leadership styles cannot be overstated. The objective of this paper is to critically review published studies on leadership elements in the healthcare sector. Using Bibliometrix R package and VOS viewer, we conducted bibliometric and network analyses on publications retrieved from the Web of Science (WOS) database, with content analysis integrated throughout the paper to deepen understanding. Ultimately, 243 articles were identified as relevant. The findings revealed transformational leadership emerges as the most extensively discussed leadership style. 91% of the articles' theme focus on quantitative research methods. This study synthesizes the influencing factors of the three most frequently discussed leadership styles-transformational, authentic, and ethical leadership-emphasizing the importance of job satisfaction and organizational citizenship behavior. And provides direction for future research through thematic analysis.

Which leadership style do more narcissistic subordinates prefer in supervisors?

BACKGROUND AND OBJECTIVE: Subordinates in Western cultures generally prefer supervisors with a democratic rather than autocratic leadership style. It is unclear, however, whether more narcissistic subordinates share or challenge this prodemocratic default attitude. On the one hand, more narcissistic individuals strive for power and thus may favor a democratic supervisor, who grants them power through participation. On the other hand, similarity attracts and, thus, more narcissistic subordinates may favor an autocratic supervisor, who exhibits the same leadership style that they would adopt in a leadership position. METHOD: Four studies (Ntotal = 1284) tested these competing hypotheses with two narcissism dimensions: admiration and rivalry. Participants indicated the leadership style they generally prefer in a supervisor (Study 1), rated their own supervisor's leadership style (Study 2a: individual ratings; Study 2b: team ratings), and evaluated profiles of democratic and autocratic supervisors (Study 3). RESULTS: We found a significantly weaker prodemocratic default attitude among more narcissistic subordinates: Subordinates' narcissism was negatively related to endorsement of democratic supervisors and positively related to endorsement of autocratic supervisors. Those relations were mostly driven by narcissistic rivalry rather than narcissistic admiration. CONCLUSION: The results help clarify the narcissistic personality and, in particular, how more narcissistic subordinates prefer to be led.

Characteristics of strong midwifery leaders and enablers of strong midwifery leadership: An international appreciative inquiry.

OBJECTIVES: This research aimed to identify the characteristics of strong midwifery leaders and explore how strong midwifery leadership may be enabled from the perspective of midwives and nurse-midwives globally. DESIGN: In this appreciative inquiry, we collected qualitative and demographic data using a cross-sectional online survey between February and July 2022. SETTING: Responses were received from many countries (n = 76), predominantly the United Kingdom (UK), Australia, the United States of America (USA), Canada, Uganda, Saudi Arabia, Tanzania, Rwanda, India, and Kenya. PARTICIPANTS: An international population (n = 429) of English-speaking, and ethnically diverse midwives (n = 211) and nurse-midwives (n = 218). MEASUREMENTS: Reflexive thematic analysis was used to make sense of the qualitative data collected. Identified characteristics of strong midwifery leadership were subsequently deductively mapped to established leadership styles and leadership theories. Demographic data were analysed using descriptive statistics. FINDINGS: Participants identified strong midwifery leaders as being mediators, dedicated to the profession, evidence-based practitioners, effective decision makers, role models, advocates, visionaries, resilient, empathetic, and compassionate. These characteristics mapped to compassionate, transformational, servant, authentic, and situational leadership styles. To enable strong midwifery leadership, participants identified a need for investment in midwives' clear professional identity, increased societal value placed upon the midwifery profession, ongoing research, professional development in leadership, interprofessional collaborations, succession planning and increased self-efficacy. KEY CONCLUSIONS AND IMPLICATIONS FOR PRACTICE: This study contributes to understandings of trait, behavioural, situational, transformational and servant leadership theory in the context of midwifery. Investing in the development of strong midwifery leadership is essential as it has the potential to elevate the profession and improve perinatal outcomes worldwide. Findings may inform the development of both existing and new leadership models, frameworks, and validated measurement tools.

The Effect of Transformational, Transactional, and Laissez-Faire Leadership Styles on Employees' Level of Performance: The Case of Hospital in Oromia Region, Ethiopia.

Purpose: Poor performance of health service providers has a negative impact on the ability of health systems to produce desired outcomes. Lack of suitable and impactful leadership hinders employee performance in terms of providing a high standard of care. There is a paucity of evidence on the effect of leadership style on employee performance in the current study setting. Hence, this study sought to assess the effect of leadership styles on employee performance in hospitals in the Oromia region, Ethiopia, from August 1 to October, 30, 2021. Methods: A cross-sectional study was conducted using a sample of 41 hospitals and 412 employees, selected by stratified sampling from hospitals in the Oromia region. The data were collected using self-administered questionnaires. They were then coded and entered into the Epi-Info-7.2. software, and exported to SPSS-20 for analysis. The participants' characteristics were analyzed and summarized using descriptive statistics. Employee performance was rated as low, average or high, and estimated by proportion along with a 95% confidence interval (CI). The association between leadership styles and the level of employee performance was modelled using ordinal logistic regression. The magnitude of association was estimated by odds ratio with a 95% CI. Statistical significance was set at p < 0.05. Results: Employees had an increased odds of being a high performer when they experienced the following leadership styles: transformational with idealized influence (AOR=1.70; 95% CI: 1.12, 2.64), intellectual stimulation (AOR=1.60; 95% CI: 1.04, 2.48), laissez-faire approach (AOR=2.49; 95% CI: 1.71,3.62), effectiveness in terms of frequently fulfilling employees' job-related needs (AOR=2.09; 95% CI: 1.20,3.63), and the exertion of extra effort in motivating them (AOR=2.11; 95% CI: 1.22, 3.68). Conclusion: Among leadership styles, transformational with idealized influence and intellectual stimulation, laissez-faire approaches were significantly associated with employee performance. However, transactional leadership was not significantly associated with employee performance.

Reviewing the influence of positive leadership on worker well-being: A comprehensive analysis.

The study provides a review of existing empirical studies on the impact of positive leadership on worker well-being. The aim it to integrate current knowledge and provide directions for future research. The study analyses the content of 118 articles retrieved mainly from Google Scholar and Scopus database published between 2004 and 2022. Findings revealed that most of the studies are atheoretical with the dominant theory applied being conservation of resource theory. Furthermore, most of the studies were cross-sectionally designed, used convenient sampling and self-reported questionnaire. A conceptual framework is presented which synthesizes findings from prior works and shows the various dimensions of positive leadership practices and worker well-being. Additionally, a comprehensive future research agenda for theoretical and empirical advancement is suggested. The study offers a comprehensive framework that synthesizes and integrates the existing literature on positive leadership and worker well-being. The findings offer researchers in leadership a common platform for discourse.

Familiarity at Work: Awesome or Contempt? Assessing the Interplay among Familiarity, Leadership and Team Identification.

The purpose of this study was to examine competing hypotheses (positive vs. negative) on how organizational members' familiarity with multiple stakeholders differentially relates to members' social identity and perception of leadership styles grounded in relational and emotional factors. Specifically, we developed and tested a conceptual model wherein employees' familiarity with leaders, colleagues, and externals plays a differential role in predicting the extent to which they identify with their workgroup (i.e., group member prototypicality-GMP) and perceive transformational, authentic, leader-member exchange and servant leadership styles. Moreover, we examined the moderating effect of combat experience. We tested this nomological network using structural equation modeling and invariance analyses on a sample of 435 military personnel from the Italian Army (228 combat, 207 non-combat). Results indicated an invariant pattern of relationships among variables for combat and non-combat sub-samples. Specifically, familiarity with leaders positively predicted all leadership styles and GMP. Familiarity with colleagues positively predicted only GMP, whereas familiarity with externals did not predict GMP or leadership factors. Moreover, post hoc quadratic regressions showed a curvilinear inverted-U-shaped relationship between familiarity with colleagues and GMP. Militaries with low or high levels of familiarity with colleagues reported lower levels of GMP compared to militaries with moderate levels of familiarity with colleagues. Hence, at very high levels of familiarity with colleagues, GMP begins to decrease. Theoretical and practical implications of results are discussed in light of the increasing relevance of relational and emotional factors for military leadership, and the current pandemic and geopolitical turmoil.

Nurse managers' leadership styles as an impetus to patient safety in an academic hospital.

Background: Successful implementation of patient safety plans in a hospital necessitates, among other things, the leadership capacity of nurse managers. Patient care delivery errors and adverse events continue to occur for a variety of reasons, including a failure to follow recommended patient safety strategies. Certain leadership styles foster interactions with healthcare staff, resulting in work environments that promote positive patient outcomes. It is unclear what nurse managers believe about the type of leadership style that drives patient safety. Aim: The goal was to explore the nurse managers' perceptions of leadership styles as an impetus to patient safety. Setting: The study was conducted at an academic hospital in the Tshwane District of Gauteng province. Methods: A qualitative exploratory and descriptive contextual design was used. Semi-structured face-to-face interviews were conducted with 20 purposefully selected nurse managers. A thematic data analysis method was used to analyse data. Results: Common leadership styles among nurse managers and challenges affecting the efficiency of nurse managers' leadership styles emerged as themes. Conclusion: Nurse managers must have appropriate leadership styles to improve patient safety. Human and material resource shortages, as well as a lack of collaborative practice among healthcare professionals, jeopardise nurse managers' ability to maximise patient safety. Contribution: The article provides insight into nurse managers' perceptions of leadership styles as critical to improving patient safety. Recommendations included the need for a structured ongoing leadership training programme to develop and strengthen the skills of newly appointed and existing nurse managers.

A leadership-based framework for improving Saudi Arabian female participation in sports.

Study purpose: To analyze the relationship between the leadership styles and sports engagement among female sport persons in Saudi Arabia and proposes a framework model for improving Saudi Arabian female participation in sports. Methods: This study adopted an online cross-sectional survey design for achieving the research aim. Survey instruments included multi-factor leadership questionnaire (MLQ) and Utrecht Work Engagement Scale (UWES). The study participants included adult female sports persons from various sports clubs in Saudi Arabia. A total of 329 responses were received, out of which 35 were incomplete; therefore, a total of 294 responses were considered for the data analysis. Results: Transformational leadership style was identified to be the most preferred style compared to transactional and laissez-fare leadership styles. Older participants (>25 years) perceived transformational leadership scales including inspirational motivation, intellectual stimulation, and individual consideration to be more effective (p < 0.05) compared to younger participants. Transformational leadership has strong positive correlation with all engagement scales (as correlation coefficient "r" was greater than 0.7, p < 0.01). Conclusion: Inspirational motivation could be an effective approach in increasing the female participation in Saudi Arabia, as they are mentally unprepared due to the experience of socio-cultural restrictions for decades.

First, Be a Good Citizen: Organizational Citizenship Behaviors, Well-Being at Work and the Moderating Role of Leadership Styles.

The study investigates the effect of organizational citizenship behavior (OCB) on well-being at work. The study further examines the moderating role of people and task-focused leadership styles between OCB on well-being at work. Individual-directed organizational citizenship behaviors (OCBI) and organizational-directed organizational citizenship behaviors (OCBO) will also be analyzed. A quantitative study was conducted and convenient sampling was adopted in selecting respondent workers (n = 200) in different Portuguese organizations. The results show that OCBs positively and significantly influence well-being at work. The strength of individual-directed organizational citizenship behaviors (OCBI) on well-being at work is stronger than that of organization-directed organizational citizenship behaviors (OCBO). Contrary to expectations, the relationship between leadership styles and well-being was not statistically significant, offering possibilities for discussion regarding the central importance usually attributed to leadership in the organizational context. However, leadership styles have a moderating effect between OCB and well-being at work, except when the employee adopts OCBO and the leadership style is people-oriented. The present study is innovative because it positions OCB as an antecedent in the relationship with well-being at work and investigates the moderating role of leadership styles in the relationship between organizational citizenship behavior and well-being.

Leadership and crisis management and their link to improvement of hotel performance: A study of the Jordanian hotel sector.

The current environment of volatility, uncertainty, complexity and ambiguity has created a prolonged state of uncertainty for the Jordanian hotel industry. Crisis management leadership is one of the most important attributes for a hotel. The main aim of this study is to evaluate the mediating role of crisis management, the moderating role of a leader's experience, their relationship to styles of leadership (transformational and transactional) and the resultant performance of Jordanian hotels. Research was based on a self-distributed questionnaire survey of 119 respondents currently holding managerial positions in Jordanian 3 to 5 star hotels. Partial Least Square Structural Equation Modelling was then employed. The findings suggest a transformational leadership style and crisis management experience are the most important attributes for a leader to sustain hotel performance during a crisis. Leaders with a transactional leadership style need crisis management skills to sustain hotel performance rather than experience which is not as important in their case. This paper proves that different leadership styles have a different influence on a hotel's survivability during a crisis. Therefore, a hotel's management group must ensure that a leader with an appropriate leadership style takes control during these situations. By combining leadership attributes, experience, and crisis management in a comprehensive framework to ensure sustainable hotel performance in the face of a crisis, this study adds to the body of knowledge on leadership and crisis management practices.

The Effect of Leadership Style on Midwives' Performance, Southwest, Ethiopia.

Background: Leadership is the basis of professional and organizational commitment, teamwork and success. Midwives leaders' leadership skills and capabilities have long been recognized as essential contributors to health services and outcomes. However, there are insufficient reports on the effect of leadership styles on midwives' performance in African countries including Ethiopia. Therefore, this study aimed to determine the effect of leadership style on midwives' performance in public health Institutions, southwest Ethiopia. Objective: This study aimed to determine the effect of leadership style on midwives' performance, Southwest Ethiopia/2022. Methods and Materials: A cross-sectional study was conducted on 121 midwives using a random sampling technique and a pre-tested questionnaire from May 19/2022-June to 6/2022. Data were entered into Epi-data version 4.4.2.1, edited, coded, categorized and cleaned before analysis. Data were analyzed using the SPSS version 24; and the results are presented in tables, and statements. Correlations and linear regressions were conducted to identify the relationship between leadership style and midwives' performance. Results: In this study, the autocratic leadership style was predominantly practiced by midwifery leaders with a mean score of 2.996 followed by democratic (Mean=2.632) and laissez-faire (Mean=2.49) leadership styles. Inferential statistics (Correlation) analysis revealed a positive relationship between democratic and laissez-faire leadership styles and a negative relationship between autocratic styles and midwives' performance. Multiple linear regressions showed that both democratic (P=0.02) and laissez-faire leadership styles (P=0.00) had a positive effect where as autocratic leadership style (P=0.60) had a negative effect on midwives' performance. Conclusion and Recommendation: Autocratic Leadership is the most practiced leadership style in the study area. An autocratic leadership style was negatively related to midwives' performance, while democratic and laissez faire styles were positively related. Therefore, health care leaders, administrators, supervisors and department heads should implement democratic and laissez-faire leadership styles to enhance midwives' performance.

The Impact of Leadership Styles of Nurse Managers on Nurses' Motivation and Turnover Intention Among Jordanian Nurses.

Aim: The purpose of this study is to examine the relationship between leadership styles of nurse managers, nurses' motivation, and turnover intentions among Jordanian nurses. Design: A descriptive correlational cross-sectional study using a self-administered questionnaire was conducted. Methods: A convenience sampling technique was utilized to select the required .sample A sample of 170 registered nurses working at private hospitals in Jordan was surveyed. Moreover, a questionnaire of Path-Goal Leadership, Multidimensional Work Motivation Scale, and Turnover Intention Scale was used to assess leadership styles of nurse managers, nurses' motivation and turnover intention among the participants. Descriptive and inferential tests were used to ask the research questions. Results: The participants perceived the supportive leadership style as the highest (M = 24.4, SD = 4.66). The mean work motivation among participants was 87.12, and the mean turnover intention was 22.01. Nurses' motivation has a positive correlation with all leadership styles. Years of experience predict the nurses' work motivation. Among the leadership styles; two of them significantly predict nurses' work motivation (supportive style) p < 0.001, and (achievement-oriented style) p < 0.001. Finally, the highest correlation coefficient was noticed between work motivation and achievement-oriented style (r = 0.46, p < 0.001) by moderate positive correlation, and the lowest correlation coefficient was between work motivation and directive style (r = 0.29, p < 0.001), whereas the results revealed that turnover intention was not significantly correlated with any of the leadership styles. Conclusion: The results present a unique theoretical underpinning that highlights the factors that affect nurses' turnover intention. So, these findings could be used as guide for policy makers to establish organizational policies toward satisfying nurses' motivation and quality of life to enhance their retention. Besides, enriching the factors that may enhance nurses' motivation and reduce their turnover intention.

Britain's COVID-19 battle: The role of political leaders in shaping the responses to the pandemic.

This article introduces an analytical framework to trace and compare leaders' different types of behaviours to the health crisis posed by COVID-19, following the analytical benefits of Leadership Trait Analysis. It examines Boris Johnson's and Nicola Sturgeon's diverging initial responses to the pandemic's onset. We employ the Leadership Trait Analysis to shed light on three main differences in their respective leadership styles: risk-proneness versus risk-aversion; flexibility versus rigidity and rule advocacy versus rule ambivalence. Crises are one of the more fruitful situations in which to study leaders as their personal characteristics become central to the decision-making process. Thus, we employ an agent-centred and political psychology approach to analyse leaders' behaviour and make sense of their divergent management styles. The results show that the differences between these leaders' approaches to handling this global health crisis can be partly explained by their level of openness to information and their task versus relationship focus.

The relation between leadership styles in higher education institutions and academic staff's job satisfaction: A meta-analysis study.

In this study, it is aimed to examine the relationship between leadership in higher education institutions [HEIs] and academic staff's job satisfaction, which is formed by combining different leadership styles in higher education institutions, using the meta-analysis method based on correlational research. For this purpose, it was investigated whether there was a significant difference between the effect sizes of the studies investigating the relationship between leadership in HEIs and academic staff's job satisfaction between the years 2010-2022, according to the moderator variables (leadership styles, continent, culture, and Human Development Index [HDI]). A total of 57 research data, including sample size and Pearson correlation coefficient data, were evaluated within the scope of the research. Correlational studies were calculated according to the random effect model in terms of effect direction and overall effect size; The estimated effect size value was found to be 0.374. This value shows that the overall effect size of the relationship between leadership in HEIs and academic staff's job satisfaction is positive and moderate. However, there is no significant difference between the effect sizes of the research examining the relationship between leadership styles in HEIs and academic staff's job satisfaction, according to continent, culture and HDI moderator variables.

The relationship between Chinese preschool principal leadership styles and teacher leadership: Exploring the mediating effect of psychological capital.

Enhancing teacher leadership is not only one of the approaches to improving teaching and learning, but it is also essential to the success of education reform. Based on leader-member exchange theory, 294 preschool teachers in China were surveyed, and a structural equation model was established to explore the relationship between the participating teachers' principal leadership style, teacher leadership and psychological capital. The findings revealed a significant positive correlation between transformational and transactional leadership styles and preschool teacher leadership. The laissez-faire leadership style had no correlation with preschool teacher leadership. The transformational leadership style and transactional leadership style were significantly and positively correlated with psychological capital, while the laissez-faire leadership style was significantly and negatively correlated with psychological capital. The transformational leadership style can positively influence preschool teacher leadership directly and indirectly through psychological capital; and the transactional leadership style can only positively influence preschool teacher leadership indirectly through the mediating role of psychological capital. Preschool teachers' leadership can neither be directly influenced by a laissez-faire leadership style nor be indirectly influenced through the mediating role of psychological capital.

Principals' leadership styles and its impact on teachers' performance at college level.

In this study, we examined the impact of principals' leadership style on the performance of teachers at the college level. For this purpose, we collect data from 300 college teachers via a random sampling approach. A self-administrated questionnaire (five-point Likert Scale) was used to collect data. For detecting relationships and differences among the opinions of the study's participants, correlation and the t-test were used. This study has revealed that the majority of college principals practice a democratic style of leadership at a higher level, Laissez-faire at a moderate level, and autocratic at a low level in their colleges. Moreover, it has been also revealed that when principals increase the use of a democratic leadership style, teacher performance may progress as well. The findings revealed that principals' leadership style had a positive impact on the performance of teachers. The study exposed a strong statistically positive relationship between college principals' leadership style and teacher performance. Thus, the results of this study suggest that college principals' should adopt the leadership style according to the level of teachers. The leadership style should be changed with specific situations in the colleges.

Does Servant Leadership Stimulate Work Engagement? The Moderating Role of Trust in the Leader.

A positive leadership style can promote work engagement. Using social exchange theory, this study examines the impact of employee leadership styles on work engagement. In addition, the link also considered the mitigating role of trust in leaders. Preliminary data were collected from the educational and non-educational staff of the Business Management Sciences and Education Department at different universities. We collected responses from 242 employees from selected universities using the purposive sampling technique. We tested the proposed hypothesis using linear regression. Research has shown that there is a positive link between employee leadership and work engagement. When trust in leaders as facilitators was introduced, the relationship between leadership and work engagement was relaxed to increase trust in leaders. Practical and theoretical contributions to the study were provided with recommendations for further study.

The impact of COVID-19 on nurse leadership characteristics.

BACKGROUND: Nurse leaders are vital for improving nursing efficiencies and the quality of care that they provide during a crisis and its aftermath. The value of positive leadership characteristics has never been more critical than during the COVID-19 pandemic. Functioning in a crisis mode required nurse leaders to demonstrate the necessary skills for clear communication and solid leadership. Therefore, nursing leadership, especially in emergencies such as the COVID-19 pandemic, needs to be transformative in the sense that leaders are informational, motivating, and able to advance the organization, notwithstanding a global pandemic. Timely leadership research during and after COVID-19 is crucial for filling the literature gap resulting from the unique changes in the nursing profession in the post-pandemic period. OBJECTIVE: This study aimed to investigate leadership characteristics shown by nurse leaders during the COVID-19 pandemic, and investigate nurses' perceptions of nurse leader effectiveness based on leaders' work roles. METHODS: An exploratory, quantitative study was conducted 18 months after the declaration of the COVID-19 pandemic (June-August 2021). The Multifactor Leadership Questionnaire (MLQ 5X) was sent to registered nurses (RNs) in Texas using the State Board's listing of active RNs. In total, 70 practicing RNs participated in the study. Data were analyzed using descriptive statistics and multivariate correlational analysis. RESULTS: Perceived leadership characteristics remained primarily transformational. Nurse directors and executives reported positive leadership characteristics more frequently than did staff and charge nurses. LINKING EVIDENCE TO ACTION: Specific tactics and strategies must be adopted to support nurses and nursing leadership during ongoing healthcare challenges. Close monitoring of leadership characteristics will enable organizations to support and provide educational opportunities for ongoing organizational success.

A perspective on academic library middle management in the COVID era.

Middle managers in academic libraries are often the first point of contact for employees within their departments. Middle managers work as colleagues, advocates, and project managers. While the responsibilities may vary between institutions, it is essential that middle managers develop leadership skills to function effectively in their positions. In the era of COVID-19, middle managers must reconcile their own expectations of their role with the changing needs and responsibilities of those they manage. COVID-19 is a complex phenomenon that has brought many issues such as health and social inequity to the forefront. These issues should be considered in leadership techniques that are utilized by middle managers in academic libraries. When leading a department, the manager must consider the whole person. This column will discuss several leadership styles that consider the whole person and can be effective for academic library middle managers as they navigate the complexities of their positions in the COVID-19 Era.