Camaraderie Ideal Work Element: Intrinsic Motivation and Rewards

Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt

Behaviors and actions that promote and grow intrinsic motivation should be embedded into leadership behavior and the structure of organizations that desire a culture of dedication to their altruistic mission and values. Leaders’ primary responsibilities are to connect staff to the meaning and purpose of their work and to help them evolve from looking at their work extrinsically as a job with outward rewards to seeing their work as a career and, ultimately, as a calling with intrinsic motivation.

Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt

Camaraderie is the loyalty, social capital, mutual respect, teamwork, and boundarylessness that organizations need to thrive. There is social connectedness inherent in camaraderie and it is inextricably linked with the meaning and purpose, intrinsic motivation, and personal relationships that health care professionals find in work.


Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt

Organizations that develop the eight Ideal Work Elements (community at work and camaraderie, intrinsic motivation and rewards, control and flexibility, fairness and equity, professional development and mentorship, partnership, safety, and trust and respect) produce meaning and purpose in work, promote engagement and discretionary effort, and cultivate esprit de corps. Such organizations flourish because they have professional staffs who come to work with passion and who do not limit their work to what is in their job description. They do whatever is necessary to support each other and to get the job done.


2020 ◽  
Vol 22 (1) ◽  
pp. 39-57
Author(s):  
Lisdawati Muda

This article discusses the custom of female circumcision for the people of Gorontalo, carried out for generations. The procession of female circumcision custom process has its symbol, meaning, and purpose, that expects every circumcised girl to be a religious woman, useful for family, community, nation-state life. Besides, she is expected to have a responsible and trustworthy leader spirit. The role of women as leaders and how to behave in leadership is reflected in the custom practices of female circumcision. The results showed that in the perspective of the Gorontalo community, the female circumcision tradition is an obligation because of its values as a translation of religious importance. The persistence of Gorontalo people to always preserve this tradition is maintained, even though some scholars and communities view that female circumsicion is not a compulsory matter. Artikel ini membahas mengenai adat khitan perempuan bagi masyarakat Gorontalo yang dilakukan secara turun temurun. Urutan prosesi adat khitan perempuan memiliki lambang, arti dan maksud tersendiri, yakni mengharapkan setiap anak perempuan yang dikhitan menjadi perempuan yang taat beragama, bermanfaat bagi kehidupan keluarga, masyarakat, bangsa dan negara. Selain itu, mereka diharapkan berjiwa pemimpin yang bertanggung jawab dan dapat dipercaya. Peran perempuan sebagai seorang pemimpin dan bagaimana berperilaku dalam memimpin tercermin dalam tata cara adat khitan perempuan.  Hasil penelitian menunjukkan bahwa dalam pandangan hidup masyarakat Gorontalo, adat khitan perempuan adalah suatu kewajiban karena nilai-nilai yang terkandung di dalamnya merupakan penjabaran nilai-nilai agama. Keteguhan masyarakat Gorontalo untuk selalu melestarikan adat khitan perempuan tetap terjaga, meskipun dalam pandangan sebagian ulama dan sebagian masyarakat khitan perempuan bukan merupakan perkara wajib yang harus dilakukan


2017 ◽  
Vol 61 (4) ◽  
pp. 167-180 ◽  
Author(s):  
Sylvie Vincent-Höper ◽  
Sabine Gregersen ◽  
Albert Nienhaus

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.


2012 ◽  
Vol 11 (1) ◽  
pp. 7-19 ◽  
Author(s):  
Silke Astrid Eisenbeiß ◽  
Steffen R. Giessner

The present paper gives a review of empirical research on ethical leadership and shows that still little is known known about the contextual antecedents of ethical leadership. To address this important issue, a conceptual framework is developed that analyzes the embeddedness of organizational ethical leadership. This framework identifies manifest and latent contextual factors on three different levels of analysis – society, industry, and organization – which can affect the development and maintenance of ethical leadership. In particular, propositions are offered about how (1) societal characteristics, notably the implementation and the spirit of human rights in a society and societal cultural values of responsibility, justice, humanity, and transparency; (2) industry characteristics such as environmental complexity, the content of the organizational mandate, and the interests of stakeholder networks; and (3) intra-organizational characteristics, including the organizational ethical infrastructure and the ethical leadership behavior of a leader’s peer group, influence the development and maintenance of ethical leadership in organizations. This list of factors is not exhaustive, but illustrates how the three levels may impact ethical leadership. Implications for managerial practice and future research are discussed.


2004 ◽  
Vol 49 (5) ◽  
pp. 532-534 ◽  
Author(s):  
Dale H. Schunk
Keyword(s):  

2019 ◽  
Vol 104 (1) ◽  
pp. 70-106 ◽  
Author(s):  
Gang Wang ◽  
Chad H. Van Iddekinge ◽  
Liwen Zhang ◽  
John Bishoff
Keyword(s):  

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