Physician leadership style predicts advanced practice provider job satisfaction

2019 ◽  
Vol 33 (1) ◽  
pp. 56-72
Author(s):  
Robert S. Guevara ◽  
Jared Montoya ◽  
Meghan Carmody-Bubb ◽  
Carol Wheeler
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Advanced Practice ◽  
Years Of Experience ◽  
Physician Leadership ◽  
Provider Type ◽  
Content Type ◽  
The Impact

Purpose This paper aims to examine the relationship between physician leadership style and advanced practice health-care provider job satisfaction. Design/methodology/approach A total of 320 advanced practice providers (nurse practitioners and physician assistants) in Texas rated their supervising/collaborating physicians’ leadership style using the Multifactor Leadership Questionnaire 5X Short (Bass and Avolio, 2000) and assessed their own job satisfaction using the Abridged Job Descriptive Index (Smith, Kendall and Hulin, 1969). Regression models tested the relationships between physician leadership styles and several facets of job satisfaction of advanced practice providers while controlling for advanced practice provider age, gender, ethnicity, years of experience, salary level, clinical practice setting, level of physician supervision/collaboration and advanced practice provider type. Findings The results demonstrated that physician transformational leadership accounted for between 4.4 and 49.1 per cent of the variance in job satisfaction depending on the aspect of job satisfaction. Satisfaction with job supervision and satisfaction with job in general were those in which transformational leadership was found to have the most impact, explaining 49.1 and 15.5%, respectively. Demographic variables such as advanced practice provider type, age, years of experience and number of hours per week of physician collaboration/supervision had small but statistically significant associations with job satisfaction. Practical implications Recommendations for physician leadership development focusing on transformational leadership as a way to increase the satisfaction among other providers on health-care teams are discussed. Originality/value This paper examines the impact of supervising/delegating physician leadership style on other nonphysician members of the health-care team, specifically advanced practice health-care providers.

The impact of job security, job satisfaction and job embeddedness on employee retention: an empirical investigation of Pakistan’s health-care industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Attia Aman-Ullah ◽  
Azelin Aziz ◽  
Hadziroh Ibrahim ◽  
Waqas Mehmood ◽  
Yasir Abdullah Abbas
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Employee Retention ◽  
Health Care Industry ◽  
Job Security ◽  
Job Embeddedness ◽  
Public Hospitals ◽  
Content Type ◽  
Care Industry ◽  
The Impact

Purpose The purpose of this study is to determine the impact of job security on doctors’ retention, with job satisfaction and job embeddedness as the mediators. In doing so, the authors seek to contribute to the existing literature by providing additional empirical evidence on the links between job security, job satisfaction, job embeddedness and employee retention by using social exchange theory. Design/methodology/approach An empirical study was conducted on doctors working in public hospitals in Pakistan. Data from selected public hospitals were collected using semi-structured questionnaires. The simple random sampling method was applied for participant selection and partial least squares-structural equation modelling was used for data analysis purposes. Findings The findings confirmed the direct and mediation relationships. Thus, all of this study’s hypotheses are supported. The results indicate that job security can improve doctors’ retention. Further, job satisfaction and job embeddedness play crucial roles in mediating the direct relationship. Originality/value This study elaborates job security in health-care sector of Pakistan and also provides empirical evidence of the antecedents and mediators of doctors’ intention to continue working in the health-care industry.

The impact of transformational leadership on employees’ acceptance to change

2018 ◽  
Vol 48 (4) ◽  
pp. 559-578 ◽  
Author(s):  
Ritu Tayal ◽  
Rajesh Kumar Upadhya ◽  
Mohit Yadav ◽  
Santosh Rangnekar ◽  
Reena Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Association ◽  
Mediating Effects ◽  
Content Type ◽  
Bank Managers ◽  
Innovative Behaviour ◽  
Service Oriented ◽  
Employee Acceptance ◽  
The Impact

Purpose The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects of innovative behaviour and the moderating effect of the use of information technology (IT) on this association. Design/methodology/approach In total, 378 employees of ten banks from Uttarakhand, India, participated in a questionnaire-based survey. The proposed hypotheses and the proposed conceptual model were tested using macro process (Hayes, 2013). Findings The results indicated that there exists a positive association between transformational leadership and employee acceptance to change. Furthermore, it was found that this association was mediated by employee innovative behaviour and moderated by the use of IT. Practical implications The findings of this study will help managers to comprehend the significance of the innovative behaviour of employees in moulding their acceptance towards change. This paper should encourage bank managers to perceive the significance of the working practice and the infusion of IT. Furthermore, this study accentuates the significance of an effective leadership style, i.e. transformational leadership, as an essential phenomenon to positively impinge on employee acceptance to change in a service-oriented industry, namely banking. Originality/value The present study enriches the extant research on transformational leadership and employee acceptance to change by demonstrating the use of IT and innovative behaviour as vital and the important factors that influence the level of persuasion that transformational leadership has on employee acceptance to change.

The role of transformational leadership style, organizational structure and job characteristics in developing psychological empowerment among banking professionals

2018 ◽  
Vol 9 (2) ◽  
pp. 107-122 ◽  
Author(s):  
Imran Ahmad Shahzad ◽  
Muhammad Farrukh ◽  
Nazar OmerAbdallah Ahmed ◽  
Li Lin ◽  
Nagina Kanwal
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Organization Structure ◽  
Sampling Technique ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Content Type ◽  
Bank Managers ◽  
The Impact

Purpose The purpose of this paper is to investigate the antecedents of psychological empowerment among bank managers in Beijing, China. Specifically, it aims at investigating the impact of transformational leadership, organization structure and job characteristics on psychological empowerment among banking professionals. Design/methodology/approach Questionnaires were distributed to bank managers in Beijing which were randomly selected through the cluster sampling technique. PLS-SEM was used for analysis to testify the hypotheses. Findings Statistical results showed; transformational leadership, organization structure and job characteristics were directly and positively related to psychological empowerment. Originality/value The proposed model is essential in providing guideline for the development of employees. These recommendations can be adopted by the organizational trainers and human resource personnel for the betterment of their organization.

The role of transformational leadership in reinforcing product and service innovation: Job satisfaction as a mediator

2019 ◽  
Vol 27 (5) ◽  
pp. 4-6
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Service Innovation ◽  
Mediating Effect ◽  
Content Type ◽  
Product Service ◽  
Transformational Leadership Style ◽  
Workplace Cultures

Purpose This purpose of this study is to examine the role played by transformational leadership in reinforcing product service and innovation and the mediating effect of job satisfaction. Design/methodology/approach Data was gathered from the responses of 486 employees working in three telecom companies providing mobile phones and internet services in Jordan to a questionnaire survey and from semi-structured in depth interviews with 15 team leaders. Findings The results suggest that all four aspects of transformational leadership behaviors are positively and directly associated with product and service innovation. In addition, transformational leadership behaviors have a positive and direct effect on job satisfaction. Finally job satisfaction does act as mediator between transformational leadership and innovation. Practical implications Therefore for organizations to improve performance and encourage innovative behaviors middle management and employees should be trained to use a transformational leadership style and measures to improve job satisfaction should be put in place. Originality/value This paper adds to the understanding of how leaders can develop innovation through developing appropriate workplace cultures and conditions. 10; 10.

Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change

2020 ◽  
Vol 33 (2) ◽  
pp. 301-317 ◽  
Author(s):  
Secil Bayraktar ◽  
Alfredo Jiménez
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Content Type ◽  
Reactions To Change ◽  
The Impact ◽  
The Relationship

PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

scholarly journals The Impact of Transformational Leadership Style on Nurse’s Self-Esteem of Public Hospitals of Lahore Pakistan

2016 ◽  
Vol 3 (4) ◽  
pp. 287-293
Author(s):  
Muhammad Afzal ◽  
Ali Waqas ◽  
Amina Farooq ◽  
Muhammad Hussain
Keyword(s):  
Health Care ◽  
Transformational Leadership ◽  
Health Services ◽  
Leadership Style ◽  
Health Sector ◽  
Self Esteem ◽  
Public Hospitals ◽  
The Self ◽  
Transformational Leadership Style ◽  
The Impact

Efficient health services require the self-confident and capable medical staff. This milestone cannot be achieved without the flexible and supportive leadership. In the developing countries, health sector has been facing the critical issues like lack of staff, management focus, health facilities and other challenges. Therefore, it is the need of time that supportive and flexible environment should be provided to the nurses so that the self-esteem can be increased and efficient health services can be ensured. Moreover, leaders play a vital role to create the flexible environment that increases the nurse’s self-esteem. Thus, the current study investigates the influence of transformational leadership style on the nurse’s self-esteem of public hospitals of Lahore, Pakistan. The self-administered questionnaire was distributed to 200 nurses of two major public hospitals (Mayo hospital and Jinnah hospital) of Lahore, Pakistan through simple random sampling. The results of the current study reveal that transformational leadership style has significant and positive relationship with nurse’s self-esteem. Therefore, health care sector authorities should adopt the transformational leadership style to enhance the nurse’s self-esteem in their sector to ensure the efficient health care services. Furthermore, limitations and recommendations are given in the last chapter. Int. J. Soc. Sc. Manage. Vol. 3, Issue-4: 287-293

scholarly journals The Impact of Transformational Leadership on Job Satisfaction and Employee Turnover Intentions: A Conceptual Review

2021 ◽  
Vol 124 ◽  
pp. 08005
Author(s):  
Evelyn Gan ◽  
Mung Ling Voon
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Working Environment ◽  
Future Research ◽  
Employee Turnover Intention ◽  
The Impact

All employees deserve a decent working environment in order to be productive in their work. High employee turnover has adverse effects on economic growth as companies incur additional costs and experience drop in productivity. Hence, identifying the factors that reduce employee turnover intention is in line with Sustainable Development Goals. This review paper aims to improve our understanding of the relationship between transformational leadership style and job satisfaction, and examines their impact on reducing employee turnover intention. The literature review has proved that transformational leadership and job satisfaction greatly influence an employee’s decision to leave or stay with his or her organisation. Based on the literature, this paper also provides recommendations for future research areas that would provide valuable information in helping organisations reduce employee turnover intention, and ultimately employee turnover.

Transformational leadership and work performance in health care: the mediating role of job satisfaction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Carla Curado ◽  
Rúben Santos
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Transformational Leadership ◽  
Health Care Professionals ◽  
Health Care Organizations ◽  
Adaptive Performance ◽  
Support Functions ◽  
Content Type ◽  
Non Profit ◽  
Administrative Personnel

Purpose The purpose of this study is to investigate the relation among transformational leadership, job satisfaction and adaptive performance of health-care professionals and administrative personnel of Portuguese non-profit health-care organizations. Design/methodology/approach This study collects data using an online survey sent to a nationwide database. This study uses a structural equation modeling approach to specify and estimate models of linear relations among the variables. This study tests the direct and mediated effects proposed by the hypotheses using a sample of non-profit 192 health-care organizations. Findings The results show (regardless of being direct health-care professionals or employees performing support functions) that job satisfaction fully mediates the relation between transformational leadership and adaptive performance. Transformational leadership alone and directly seems to have no effect on adaptive performance. Research limitations/implications The theoretical implications of this study concern the influence that transformational leadership has on job satisfaction and the consequent indirect influence on performance regardless of being direct health-care professionals or employees performing support functions. Practical implications The main managerial contribution of the study regards how health-care organizations’ leaders may contribute to increase employees’ performance by ensuring job satisfaction. Originality/value Despite the numerous studies that relate transformational leadership to job satisfaction and performance, there is a gap on research run in health care settings involving both health care and administrative personnel. Transformational leadership can increase the satisfaction of health-care professional and consequently job satisfaction has a positive influence on employees’ adaptive performance.

The mediating role of job satisfaction in the relationship of vertical trust and distributed leadership in health care context

2016 ◽  
Vol 11 (2) ◽  
pp. 722-738 ◽  
Author(s):  
Ajay K. Jain
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Distributed Leadership ◽  
Positive Impact ◽  
Public Hospitals ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at investigating the effect of vertical trust on distributed leadership (DL) and performance as mediated by job satisfaction, and further to observe the role of DL in carrying out the effect of satisfaction on employees’ performance. Design/methodology/approach As grounded in the organizational citizenship behavior (OCB) literature, the author proposes that employees’ participation in DL should be viewed as an extra role behavior, as leadership functions are not directly related to their job description. The study uses large-scale survey data from a study in one of Denmark’s largest public hospitals (N = 1,439). Findings The results of structural equation modelling (SEM) analysis showed that job satisfaction mediates the relationship between vertical trust and DL, and DL had a positive impact on job performance. Furthermore, the results showed that job satisfaction had a positive impact on DL and employees’ performance. Moreover, DL has positively affected employees’ performance, and it carries the impact of job satisfaction on performance. Research limitations/implications The study showed that trust and job satisfaction are important triggers of DL. Furthermore, results are interesting because literature so far has shown an insignificant relationship between satisfaction and performance. Here, the author establishes that the satisfaction–performance relationship is mediated by DL. The findings should motivate health care organizations to introduce structures and educate formal leaders so that DL can be enabled. Originality/value This should be the first study that relates trust and DL in an empirical manner. As grounded in the OCB literature, results also showed the significance of job satisfaction as a mediator variable.

Leadership, job satisfaction and performance links in private education institutes of Pakistan

2019 ◽  
Vol 68 (2) ◽  
pp. 276-295 ◽  
Author(s):  
N. Gökhan Torlak ◽  
Cemil Kuzey
Keyword(s):  
Job Satisfaction ◽  
Private Education ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Quality Education ◽  
Intellectual Stimulation ◽  
High Quality ◽  
Content Type ◽  
High Quality Education ◽  
The Impact

PurposeThe purpose of this paper is to get an insight into which form leadership either transactional leadership (TAL) or transformational leadership (TFL) is most effective in the educational sector of Pakistan and to determine the impact of each on the employee job satisfaction (EJS) and employee job performance (EJP). Given research site observation, appropriate leadership was essential to high-quality education in Pakistan.Design/methodology/approachData are collected through a survey based on e-mail/interview from 189 employees working at private education institutes in Pakistan. Analysis methodology includes frequency analysis, descriptive statistics, paired samplest-test, Pearson correlation analysis and regression analysis.FindingsOnly management by exception (MBE) and idealized influence (II), inspirational motivation (IM), intellectual stimulation (IS) and individualized consideration (IC) had significant positive association with both EJS and EJP. MBE had a positive significant effect on both EJS and EJP, while contingent rewards had no significant relation with EJS and weak positive significant association with EJP. Furthermore, II, IM, IS and IC had a positive significant impact on EJS and EJP.Research limitations/implicationsRespondents were from major private educational institutes in Islamabad and Lahore. The leadership style – TAL–TFL – was the sole variable to judge EJS/EJP. Multifaceted populations’ perspectives might enhance the attributes of TAL/TFL. This study might influence the authorities to adopt the right leadership style securing high-quality education system for both private and public education institutes in Pakistan.Originality/valueThe study filled the gap in the educational sector of Pakistan, where research works into leadership styles-satisfaction-performance links were few and far between.

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