Differences in humble leadership and team performance in nursing: an online cross-sectional study

Abstract

ObjectivesThe current study measures the differences in humble leadership and team performance in nursing based on the sample’s characteristics.DesignA cross-sectional study.SettingIn 2022, the current study sample was recruited from governmental and private universities and hospitals using an online survey.ParticipantsA convenience snowball sample of 251 nursing educators, nurses and students was recruited.ResultsA leader’s humble leadership, a team’s humble leadership and overall humble leadership were at moderate levels. The overall mean team performance was ‘working well’. The single male humble leaders, aged more than 35 years and working full-time in an organisation with quality initiatives, have a higher leader’s humble leadership. Members of the team aged more than 35 years working full-time in organisations with quality initiatives have a higher team’s humble leadership. Team performance in organisations with quality initiatives was higher in resolving many conflicts by compromising between team members, with each one giving in a little. There was a moderate correlation (r=0.644) between the total scores of the overall humble leadership and team performance. Humble leadership correlated significantly but negatively and weakly with quality initiatives (r=−0.169) and the participant’s role (r=−0.163). There was no significant correlation between team performance and the sample’s characteristics.ConclusionsHumble leadership has positive outcomes, such as team performance. The shared sample characteristic that sets the differences between a leader’s and a team’s humble leadership and team performance was the presence of quality initiatives in the organisation. The shared sample characteristics that set the differences in a leader’s and a team’s humble leadership were working full-time and the presence of quality initiatives in the organisation. Humble leaders are contagious; they will produce creative team members by ‘social contagion’, ‘behavioural similarity’, ‘team potency’ and ‘collective focus’. Thus, leadership protocols and interventions are mandated to fuel humble leadership and team performance.

Effect of Humble Leadership on Staff Nurses’ Proactive and Innovative Work Behaviors

“…These results agreed with El-Gazar et al (2022) (4) who revealed that staff nurses perceived that their nurse managers have moderate humility. As well as, Yang et al (2019) (36) and Mrayyan (2023) (37) found that nurses perceived a moderate level of humble leadership from their nurse managers.…”

Advancing our understanding of humble leadership in healthcare: a scoping review

“…In this regard, leaders must set the example by demonstrating humble behavior so that their followers observe, learn, internalize and then imitate their actions (Al Hawamdeh, 2022). According to the results of current research, humble leaders in the health-care context exhibit certain characteristics such as the observance of fairness and equality between doctors, nurses and patients (Mrayyan, 2023), no discrimination between them (Yeager and Bauer-Wu, 2013) and focusing on teamwork and encouraging doctors, nurses and patients to participate and collaborate (Al Hawamdeh, 2022; Foronda, 2020). Accordingly, for the development of leadership skills, it is necessary to strengthen these qualities and for this purpose, appropriate training courses can be implemented.…”

“…Another area of research examines the impact of HL on positive attitudes and behaviors in the workplace such as organizational citizenship behavior (Ding et al , 2020), innovative work behavior (Al Wali et al , 2022; Yang et al , 2019), work performance (Mrayyan, 2023), proactive behaviors (El‐Gazar et al , 2022), work engagement (Yang et al , 2019), psychological capital (Qian et al , 2020), trust in the leader (Al Hawamdeh, 2022), affective commitment (Zhou et al , 2021), self-efficacy (Al Hawamdeh, 2022; Chu et al , 2022) and psychological empowerment (El‐Gazar et al , 2022). Our results indicated that employees who work with humble leaders are more likely to show positive work behaviors in the workplace.…”

“…In addition, according to Tanco et al (2011) one of the most powerful factors in improving the efficiency of health-care organizations is teamwork. On the other hand, the HL is one of the effective leadership styles in creating effective teams (Mrayyan, 2023). This is because humble leaders shift their focus away from themselves to their team members.…”

“…On the other hand, the HL is one of the effective leadership styles in creating effective teams (Mrayyan, 2023). This is because humble leaders shift their focus away from themselves to their team members.…”