Relational leadership and organizational citizenship behavior: do employee well-being and employee voice matter?

PURPOSE: This study aims to investigate the mediation effects of employee voice and employee well-being on the relationship between relational leadership and organizational citizenship behavior. DESIGN/METHODOLOGY/APPROACH: This study used a Web-based survey method to collect data from 301 respondents in the four public hospitals of the Sekondi-Takoradi Metropolis. This study used PLS-SEM (WarpPLS) to test the study's hypotheses. FINDINGS: The findings show that relational leadership has a positive impact on organizational citizenship behavior, and that this link is mediated in part by both employee voice and employee well-being. PRACTICAL IMPLICATIONS: This study demonstrates the importance of leaders, paying close attention to employees' well-being and opinions when attempting to drive organizational citizenship behavior in the health sector. ORIGINALITY/VALUE: Based on the review of the extant literature on the impact of leadership on employee behavior and to the best of the authors' knowledge, it is likely that this study will be the first to show how relational leadership, employee voice, employee well-being and organizational citizenship behavior are related in the health sector, thereby advancing the thrusts of the social exchange and relational leadership theories.

Compassionate, collective or transformational nursing leadership to ensure fundamentals of care are achieved: A new challenge or non-sequitur?

AIMS: This discursive paper draws on three key leadership theories with the aim of outlining how styles of leadership impact the provision of fundamentals of care. DESIGN: Discussion paper. DATA SOURCES: key leadership theories, leadership and fundamentals of care literature. IMPLICATIONS FOR NURSING: The conceptualization of fundamentals of care is viewed through the lens of nursing leadership, and collective, compassionate and transformational leadership theory. The cognitive dissonance that nursing leaders encounter when trying to reconcile organizational, patient and nurses' needs is considered, and the pressure to deliver high-quality fundamentals of care presents a challenge to nurse leaders. CONCLUSION: Leaders must align nursing and patient outcome data to drive forward and prioritize fundamental care. Focusing on key elements of relational leadership styles will ensure a workforce fit to provide fundamental care, which in the current climate must be an organizational and global nursing priority. IMPACT: This discussion attempts to draw together overlapping leadership theories, emphasizes the importance of relational leadership in ensuring the provision of the fundamentals of care and acknowledged the impact of the COVID-19 pandemic on nurses and nursing care, with leadership implications outlined, such as a need for role-modelling, understanding shared values and giving nurses a voice. It will have an impact on nurse leaders, but also on those nurses providing direct care by issuing a challenge for them to confront their own nurse leaders, and to ask that they better resolve competing needs of both the nursing workforce and patients.

CEO Relational Leadership and Product Innovation Performance: The Roles of TMT Behavior and Characteristics.

CEO leadership is considered a critical antecedent of product innovation performance, but the relational aspect of leadership has been largely neglected in this area. Drawing on upper echelons theory and relational leadership literature, this study explores whether, how, and when CEO relational leadership influences product innovation performance. Specifically, we analyze the underlying mechanism of TMT (top management team) voice behavior and two boundary conditions-TMT educational level and TMT age. Based on multi-source and multi-wave data on 105 Chinese firms, this study finds that CEO relational leadership plays an important role in promoting product innovation performance through the intervening mechanism of TMT voice behavior. Furthermore, the positive relationship between CEO relational leadership and TMT voice behavior is stronger in TMTs with higher educational level and lower age. This study contributes to the existing literature by empirically examining the under-investigated relationship between CEO relational leadership and product innovation performance, and by disentangling the underlying mechanism and boundary conditions.

Associations between nurse managers' leadership styles, team culture and competence planning in Norwegian municipal in-patient acute care services: A cross-sectional study.

BACKGROUND: Increased complexity in the primary healthcare services has followed in the wake of health reforms and reveals the need for competence enhancement in the nursing services. Effective and visionary leadership, sufficiently qualified staff and cooperation among professionals are considered as key measures to safeguard quality in the services. AIMS: To identify which leadership styles characterise first-line nurse managers in Norwegian municipal in-patient acute care (MipAC) units and to investigate how first-line nurse managers' leadership styles are associated with team culture and documented nursing competence planning. METHODS: A cross-sectional survey was distributed to all the first-line nurse managers in Norwegian MipAC units (n = 229). Data were collected between March and June 2019. The response rate was 80.5% (n = 182). First-line managers' background information and data about their focus on team culture and competence planning were recorded. Furthermore, we noted organisational structural characteristics, and managers' transformational (relational) leadership and transactional (task-oriented) leadership styles. RESULTS: The managers exhibited a high degree of transformational leadership behaviour, which was significantly associated with team culture. No significant associations between leadership behaviours and documented competence planning were found. Notably, we found a significant correlation between transformational and transactional leadership styles, indicating that the managers adapt their leadership behaviours to actual requirements and situations. Organisational structural factors: the share of registered nurses (RNs) on the staff and having a position for a professional development nurse were positively associated with competence planning. CONCLUSION: A relational leadership style promotes team culture and both factors may empower the professional nursing environment. However, first-line nurse managers need to acknowledge nursing competence planning as a central part of effective leadership. Having a professional development nurse position seems to complement leadership and ease the manager's responsibilities regarding team culture and competence planning.

A Qualitative Approach to Investigating Developmental Opportunities Among Leaders and Followers.

Objective. To understand and identify developmental opportunities by exploring students' evolving views of leadership, including the emergence of leadership and self-identification, among students considered to be leaders and those considered to be followers.Methods. An exploratory qualitative study using semi-structured interviews was conducted, investigating developmental differences among leaders and followers. Fourteen students/residents were selected to participate in interviews. Student responses were analyzed using qualitative thematic analysis.Results. In discissions, four themes surfaced: motivations for exploring and engaging in leadership, perceptions of ideal leaders and followers, the value of coalition building, and a leader's role in sustainability. Leader respondents indicated that a potential barrier to helping others develop was their difficulty in delegation. Further, stress on leaders may contribute to a self-serving perspective on their responsibilities to help others develop.Conclusion. In comparison to their leader counterparts, followers may require a more individualized approach to their development and may become more deeply attached to their responsibilities, giving them a greater desire to promote sustainability in an organization or endeavor. Schools of pharmacy should be poised to support faculty, advisors, mentors, and student leaders with the tools to identify and develop active followers who may not seek out traditional leadership experiences.

The compatibility of multiple leadership styles in responding to a complex crisis: leading a health service COVID-19 response.

PURPOSE: The health service response to COVID-19 provided a unique opportunity to build our understanding of the leadership styles in use in managing a crisis event. Existing literature emphasises command and control leadership; however, there has been less emphasis on relational approaches and the behaviours necessary to ensure the agility of the response and minimise the risk of relational disturbances. The purpose of this paper is to understand leadership styles in use, as part of a health service response to COVID-19. DESIGN/METHODOLOGY/APPROACH: This paper draws on data from semi-structured interviews with 27 executives and senior leaders from a tertiary health service in Australia. The data were analysed using thematic analysis. Notes and examples were coded according to deductively derived criteria around leadership styles and competencies from the literature, while remaining open to emergent themes. FINDINGS: Health system leaders described examples of both command and control and relational leadership behaviours. This dually provided the discipline (command and control) and agility (relational) required of the crisis response. While some leaders experienced discomfort in enacting these dual behaviours, this discomfort related to discordance with leadership preferences rather than conflict between the styles. Both leadership approaches were considered necessary to effectively manage the health system response. ORIGINALITY/VALUE: Crisis management literature has typically focused on defining and measuring the effectiveness of behaviours reflective of a command and control leadership response. Very few studies have considered the relational aspects of crisis management, nor the dual approaches of command and control, and relational leadership.

Brain-Adjusted Relational Leadership: A Social-Constructed Consciousness Approach to Leader-Follower Interaction.

Relationship-based approaches to leadership represent one of the fastest-growing leadership fields and help us to understand better organizational leadership. Relation-based approaches emphasize the relationship and interaction between the leader and the follower. The emphasis is placed on the way that they interact and influence each other at attaining mutual goals. It is known that leaders are linked to followers and vice versa in a sense of responding to other's needs toward the achievement of mutual goals. Leaders and followers are an essential part of this social process implying that they are losing their traditional identity rooted in the formal organizational structure (manager-subordinate) and become inseparable actors of a co-constructing process of leadership. What is less known though is the way that leadership actors are linked to each other and in particular how they try to understand how to do that in the workplace. What is even less understood is the importance and role of consciousness in this relationship. Especially since consciousness appears to be both a fundamental and a very elusive element in human relations. Therefore, this paper conceptually explores the concept of consciousness within the context of the social brain theory to argue that leadership actors need to rethink their approach to individuality and focus on mutually dependent relations with each other. This paper contributes to the field of Neuro-management by introducing the concept of Homo Relationalis. In this respect, we suggest that leadership is not just a socially constructed element but also a social brain constructed phenomenon that requires an understanding of the human brain as a social organ. We further recommend a new approach of applying cognitive style analysis to capture the duality of leader/follower in the same person, following the self-illusion theory. Finally, we conclude that we need to further emphasize a social brain-adjusted relational leadership approach and we introduce two new cognitive styles that can help capture the essence of it.

Effects of 5 Dynamics on student perception of team performance.

INTRODUCTION AND LEADERSHIP FRAMEWORK: Leadership development has emerged as an essential component of pharmacy school curricula. Recognizing the need for curricular integration of leadership and teaming throughout each year, the University of Utah implemented a longitudinal leadership framework called Relational Leadership. 5 Dynamics was used as a tool to teach concepts of effective teamwork and leadership in different courses within this framework. EDUCATIONAL CONTEXT AND METHODS: 5 Dynamics was used within two courses in the curricula. 5 Dynamics is designed to enhance self-awareness and improve team skills by providing a detailed assessment of how each student prefers to work and collaborate and how their respective preferences or energies can be utilized in a team setting. Learning outcomes were assessed using the Team Performance Survey. FINDINGS AND DISCUSSION: Each student was provided with an individualized energy profile from 5 Dynamics and used their particular energies to complete various activities, assignments, and projects. The highest energy was Examine, with 61% of students being either "effortless" or "abundant". A total of 64% of students reported they strongly agreed with the statement that they understood how to apply their 5 Dynamics results to learning, work, and collaboration. Student survey scores from the Team Performance Survey administered at the end of each course indicated high-quality team interactions between students. IMPLICATIONS: 5 Dynamics is a tool that may help students in maximizing their leadership and teamwork skills. This tool may be utilized by other institutions in diverse courses to teach concepts of teaming, leadership, and self-awareness.

Knowing, Being and Co-Constructing an Age-Friendly Tamaki Makaurau Auckland.

A third of Aotearoa New Zealand's increasingly ageing population resides in Tamaki Makaurau Auckland. This most populous cosmopolitan urban area in the country is also home to the largest Polynesian population of any global city. Sprawling across a North Island isthmus inclusive of Hauraki Gulf islands, 70% of the city region is rural, whilst almost 90% of the ethnically diverse residents live in urban areas. Members of Auckland Council's Seniors Advisory Panel (SAP) advocated for, and in 2018 secured unanimous support from the governing body to resource an Age-friendly City (AFC) Project. This case study inquiry applied bricolage methodology to provide diverse contextual perspectives of this unique Polynesian setting, prior to exploring interview narratives of three SAP members who served two consecutive terms (six years) as AFC advocates. Weaving insights gleaned from their interview transcripts responding to relational leadership prompts about their age-friendly advocacy with the findings from the council's AFC Community Engagement report highlighted the achievements and challenges of the evolving AFC Project. Service-learning recommendations include co-developing: (1) A sustainable co-governance framework for an independent steering group that embodies the values and principles of Te Tiriti o Waitangi to enable empowered active ageing for all residents; (2) A succession plan that enables the timely transfer of knowledge and skills to empower incoming SAP members.

Transferência e Espaço Transicional: Formulações Contemporâneas em Torno do Fenômeno da Liderança / Transfert et espace de transition: formulations contemporaines autour du phénomène du Leadership / Transference and Transitional Space: Contemporary Formulations Around the Leadership Phenomenon

O artigo tem como propósito articular pilares centrais de estudos contemporâneos em torno da noção de liderança relacional: 1. a importância do contexto nas relações de influência, comumente sobrepujado pela ênfase em tipos psicológicos, traços, competências, condutas e comportamentos pessoais; 2. a compreensão das relações de podernão como derivadas da figura foucaultiana do "soberano", mas como articulado à microfísica das relações que se estabelecem na intercessão dos níveis interpessoal, organizacional e social; 3. a noção psicanalítica derelações transferenciais, por meio das quais se colocam possibilidades de aprimorar o desenho das relações entre as instâncias subjetiva e objetiva presentes no jogo das relações humanas -relações em de poder e, potencialmente, de liderança segundo Ulh-Bien. Visa-se, desse modo, desvelar em que extensão,no âmbito dos Organizational Behavior Studies, preferências psicológicas, estilos e abordagens de liderança associam-se -para além da instância da atração e retenção de perfis e competências profissionais -à construção e sustentação de contextos de capacitação ou espaços transicionais, aderentes às formas de laço social que permeiam as relações interpessoais, inter e intra-organizacionais, na transição para a chamada "Quarta Revolução Industrial" ou "Sociedade 4.0"

Cet article vise à articuler les piliers centraux des études contemporaines autour de la notion de leadership relationnel: 1. l'importance du contexte dans les relations ou il y a influence, communément dépassée par l'accent mis sur les types psychologiques, les traits, les compétences, les comportements et les comportements personnels; 2. La compréhension des relations de pouvoir non pas comme étant dérivées de la figure du "souverain" mais comme articulées à la microphysique des relations qui s'établissent dans l'intercession des niveaux interpersonnel, organisationnel et social; 3. La notion psychanalytique de relations transferenciales, à travers laquelle sont placées les possibilités de mieux délimiter les relations entre les instances subjectives et objectives présentesdans le jeu des relations humaines -relations en soi de pouvoir et, potentiellement, de leadership. Il s'agit ainsi de révéler dans quelle mesure, dans le cadre des études sur le comportement organisationnel, les préférences psychologiques, les styles etles approches de leadership sont associés -au-delà de l'instance d'attraction et de rétention des profils et des compétences professionnelles -à la construction et au soutien de contextes favorables ou d'espaces de transition, adhérant aux formes de lien social qui imprègnent les relations interpersonnelles, interorganisationnelles et intra-organisationnelles dans la transition vers la "Quatrième révolution industrielle" ou "Société 4.0"

This article aims to articulate central pillars of contemporary studies around the notion of relational leadership: 1. the importance of context on the relationships of influence, commonly overshadowed by the emphasis on psychological types, traits, skills, behaviors and personal behavior; 2. The understanding of power relations not as derived from the figure of the "sovereign", but as articulated to the microphysics of relationships that are established in the intercession of interpersonal, organizationaland societal levels; 3. the notion of psychoanalytical transferencial relations, through which are placed possibilities as to better delineate relationships between the subjective and objective instances present in the interplay of human relations -relationships in itself of power and, potentially, leadership. In this way, the aim is to reveal to what extent, within the Organizational Behavior Studies, psychological preferences, leadership styles and approaches are associated -beyond the instance of attraction and retention of professional profiles and competences -with the construction and support of enabling contexts or transitional spaces, adherent to the forms of social bonds that permeate interpersonal, interorganizational and intra-organizational relationships in the transition to the so-called "Fourth Industrial Revolution" or "Society 4.0"

Leadership development in health information management (HIM): literature review.

PURPOSE: The health information management (HIM) profession lacks clarity around leadership and leadership development. To date, little empirical research exists on this topic, and it is unclear if broader approaches for healthcare leadership are suitable. This paper aims to explore which the leadership styles are relevant to the HIM profession. The findings were also used to inform a discussion on how HIM professionals could develop these leadership styles. DESIGN/METHODOLOGY/APPROACH: Through a systematic scoping literature review, deductive thematic analysis was undertaken to extrapolate common themes around this style of leadership based on transversal competency domains that reflect twenty-first century skills (i.e. critical thinking and innovation, interpersonal, intrapersonal and global citizenship) (Bernard, Watch and Ryan, 2016; UNESCO, 2015 ). This approach enabled the findings to be discussed from a leadership development perspective. FINDINGS: Analysis of the literature revealed that a relational leadership style through a team-based approach is required. Literature studies on how to develop leadership competencies were not found. RESEARCH LIMITATIONS/IMPLICATIONS: Future policy and research implications include the need for research on transversal competencies to determine if they can shape HIM leadership development. PRACTICAL IMPLICATIONS: This leadership style and competencies proposed are relevant across many occupations and may have broader applications for leadership research, education and development. ORIGINALITY/VALUE: This paper defines the style of leadership required in the HIM profession and identifies a succinct set of contemporary competencies to inform the development of this type of leadership.

Authentic leadership: application to women leaders.

The purpose of this perspective article is to present the argument that authentic leadership is a gendered representation of leadership. We first provide a brief history of leadership theories and definitions of authentic leadership. We then critique authentic leadership and offer arguments to support the premise that authentic leadership is not gender-neutral and is especially challenging for women.

Going beyond the hero in leadership development: the place of healthcare context, complexity and relationships: Comment on "Leadership and leadership development in healthcare settings - a simplistic solution to complex problems?".

There remains a conviction that the torrent of publications and the financial outlay on leadership development will create managers with the skills and characters of perfect leaders, capable of guiding healthcare organisations through the challenges and crises of the 21st century. The focus of much attention continues to be the search for the (illusory) core set of heroic qualities, abilities or competencies that will enable the development of leaders to achieve levels of supreme leadership and organisational performance. This brief commentary adds support to McDonald's (1) call for recognition of the complexity of the undertaking.