scholarly journals Authentic leadership as a source of optimism, trust in the organisation and work engagement in the public health care sector

2015 ◽  
Vol 13 (1) ◽  
Author(s):  
Frederick W. Stander ◽  
Leon T. De Beer ◽  
Marius W. Stander
Keyword(s):  
Public Health ◽  
Health Care ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Authentic Leadership ◽  
Health Care Sector ◽  
Public Hospitals ◽  
Public Health Care ◽  
The Public

Orientation: The orientation of this study is towards authentic leadership (AL) and its influence on optimism, trust in the organisation and work engagement of employees in the public health care sector.Research purpose: The objectives of this study were to determine whether the leadership style of AL could predict optimism, trust in the organisation and work engagement amongst a large sample of employees from various functions in public hospitals and clinics in Gauteng and to establish whether optimism and trust in the organisation could mediate the relationship between AL and work engagement.Research approach, design and method: A convenience sample of 633 public health employees from various functions within 27 public hospitals and clinics in the province was used in this research. A cross-sectional research design was implemented. Structural equation modelling was utilised to investigate the Authentic Leadership Inventory (ALI), and the validity and fit of the measurement model, to position AL as a job resource within the nomological net and to test its mediating effects.Main findings: The statistical analysis revealed that AL was a significant predictor of optimism and trust in the organisation and that optimism and trust in the organisation mediated the relationship between AL and work engagement.Practical/managerial implications: The research results suggested that organisations in the public health care sector should encourage their managers to adopt a more authentic leadership style. This will lead to higher levels of optimism, trust in the organisation and eventually work engagement. This will greatly assist employees in the domain of public health care to manage their demanding working environment.Contribution: This study provides evidence that the ALI can be used reliably within the South African context and specifically within the public health care sector. It further substantiates for the implementation of AL as a leadership style in the South African public health care sector, supporting work that has been done internationally in health care where AL has been associated with a number of positive outcomes. Finally, the study puts forward two practical suggestions, on both an individual and an organisational level, to facilitate a culture in which AL can be translated more effectively into an engaged workforce.

scholarly journals Moving equilibria in the public health care sector: A low-quality trap and a resolution

2006 ◽  
Vol 2006 ◽  
pp. 1-11 ◽  
Author(s):  
Ahmet Kara
Keyword(s):  
Public Health ◽  
Health Care ◽  
Policy Option ◽  
Health Care Sector ◽  
Public Health Care ◽  
High Quality ◽  
The Public ◽  
Health Care Institutions ◽  
High Welfare ◽  
Over Time

This paper demonstrates the existence, in a particular subset of the Turkish public health care sector, of equilibria moving towards a low-quality trap over time. The dynamics of the movement in question hinges, in part, on the socially necessary but demographically asymmetric burden, on some public health care institutions, of providing affordable health care to certain sections of the population. The paper formulates a policy option that could help the sector to escape the trap, moving the sector towards high quality-high welfare equilibria.

Monitoring prioritisation in the public health-care sector by use of medical guidelines. The case of Norway

2010 ◽  
Vol 20 (8) ◽  
pp. 958-970 ◽  
Author(s):  
Jan Erik Askildsen ◽  
Tor Helge Holmås ◽  
Oddvar Kaarboe
Keyword(s):  
Public Health ◽  
Health Care ◽  
Health Care Sector ◽  
Public Health Care ◽  
The Public ◽  
Medical Guidelines

scholarly journals Authentic leadership and organisational citizenship behaviour in the public health care sector: The role of workplace trust

2016 ◽  
Vol 42 (1) ◽  
Author(s):  
Lynelle Coxen ◽  
Leoni Van der Vaart ◽  
Marius W. Stander
Keyword(s):  
Public Health ◽  
South Africa ◽  
Health Care ◽  
Significant Influence ◽  
Indirect Effect ◽  
Authentic Leadership ◽  
Public Health Care ◽  
The Public ◽  
Workplace Trust ◽  
The Relationship

Orientation: The orientation of this study was towards authentic leadership and its influence on workplace trust and organisational citizenship behaviour in the public health care sector.Research purpose: The aim of this study was to investigate the influence of authentic leadership on organisational citizenship behaviour, through workplace trust among public health care employees in South Africa. The objective was to determine whether authentic leadership affects organisational citizenship behaviour through workplace trust (conceptualised as trust in the organisation, immediate supervisor and co-workers).Motivation for the study: Employees in the public health care industry are currently being faced with a demanding work environment which includes a lack of trust in leadership. This necessitated the need to determine whether authentic leadership ultimately leads to extra-role behaviours via workplace trust in its three referents.Research design, approach and method: A quantitative cross-sectional survey design was used with employees the public health care sector in South Africa (N = 633). The Authentic Leadership Inventory, Workplace Trust Survey and Organisational Citizenship Behaviour Scale were administered to these participants.Main findings: The results indicated that authentic leadership has a significant influence on trust in all three referents, namely the organisation, the supervisor and co-workers. Both trust in the organisation and trust in co-workers positively influenced organisational citizenship behaviour. Conversely, authentic leadership did not have a significant influence on organisational citizenship behaviour. Finally, authentic leadership had a significant indirect effect on organisational citizenship behaviour through trust in the organisation and trust in co-workers. Trust in the organisation was found to have the strongest indirect effect on the relationship between authentic leadership and organisational citizenship behaviour.Practical/managerial implications: The main findings suggest that public health care institutions would benefit if leaders are encouraged to be more authentic as this might result in increases in both trust among co-workers and in the organisation. Consequently, employees might be more likely to exert additional effort in their work.Contribution/value-add: Limited empirical evidence exists with regard to the relationship between authentic leadership, workplace trust in its three referents and organisational citizenship behaviour. This study aimed to contribute to the limited number of studies conducted.

Sustainable organizational performance

2019 ◽  
Vol 27 (1) ◽  
pp. 169-186 ◽  
Author(s):  
Fatima Al Hammadi ◽  
Matloub Hussain
Keyword(s):  
Public Health ◽  
Cardiovascular Disease ◽  
Health Care ◽  
Organizational Performance ◽  
Medical Errors ◽  
Health Care Sector ◽  
Decision Makers ◽  
Public Health Care ◽  
Content Type ◽  
The Public

Purpose The purpose of this paper is to identify factors affecting sustainable organizational performance, to build a framework for the United Arab Emirates (UAE) public health-care sector to facilitate sustainable organizational performance and to prioritize the factors for sustainable organizational performance. Design/method/approach The method used in this research is the quantitative method called the analytical hierarchal process (AHP) to help the decision makers in the public health-care sector to prioritize the factors that are affecting sustainable organizational performance. The method will also help to deal with the complexity of the sustainable organizational performance issue by interviewing nine experts in the field. Findings The findings of this research showed 21 sub-factors for sustainable organizational performance in the public health-care sector in UAE. It emphasizes that patient safety and quality of care are the most important factors for sustainable organizational performance. Research limitations/implications This study can be repeated by targeting other private hospitals in UAE. The novelty of this research means that it is the first study done in sustainable organizational performance in the health-care sector in UAE. Practical implications Health-care management can benefit from this research in many ways: Medical errors have a high impact on the hospital’s reputation and these determine the customer demand. Thus, the hospital’s management should give more attention to minimize the medical errors in order to have a sustainable organizational performance. This can be accomplished through clear protocols and procedures that may affect patients’ lives, the hospital’s reputation and organizational performance. Nevertheless, the policymakers should focus on society engagement; focus on social sustainability should be an integral part of their operational and business strategy. According to Abu Dhabi Health Authority (HAAD), the UAE has a highest rate of chronic diseases, such as diabetes, obesity and cardiovascular disease. Cardiovascular disease itself accounted for 36.7% of all 2013 deaths. The health-care sector should focus more on educating the community by conducting workshops, seminars and awareness campaigns across the UAE. In addition, decision makers in the health-care sector should spend more on continued improvement by focusing on lean activities that focus on waste minimization and linking the service quality to the hospital outcomes and patient satisfaction. The fourth highest overall priority weight for both transformational leadership and for the waiting time sub-criteria should also be considered by top management to focus more on hiring, retaining, and developing their transformational leaders, and to keep an eye on the waiting time and improving customer service. This will result in the sustainable organizational performance. Interestingly, all of the HR processes showed the lowest overall weights at 1%, which is a bit strange. HR should play more of a role in sustainable organizational performance, equal to the other sub-factors. Originality/value Originality of this research stems from a reliable and valid framework that can be subsequently used for measuring the organizational performance of health care organizations.

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