High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seeking

Gong, Zhenxing; Swol, Lyn M. Van; Xu, Zhiyuan; Yin, Kui; Zhang, Na; Gilal, Faheem Gul; Li, Xiaowei

doi:10.3389/fpsyg.2019.02137

Cited by 13 publications

(15 citation statements)

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“…Feedback‐seeking behaviour is an active behaviour through which individuals seek valuable information in the organization to meet organizational and personal development needs (Callister & Turban, 1999; Harrison & Dossinger, 2017; Porath & Bateman, 2006). Young nurses' feedback‐seeking behaviour is generally at the upper middle level of management (Gong et al, 2019). The more the feedback‐seeking behaviour, the higher the self‐efficacy, and the easier it is to choose a proactive behaviour style that may show a slight sense of transition shock in times of difficulties (Brown et al, 2001).…”

Section: Introductionmentioning

confidence: 99%

The status and associated factors of junior nurses' transition shock: A cross‐sectional study

Zhang

Chen

Han

et al. 2022

J Nursing Management

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Section: Introductionmentioning

confidence: 99%

The status and associated factors of junior nurses' transition shock: A cross‐sectional study

Zhang

Chen

Han

et al. 2022

J Nursing Management

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“…Arnetz et al [15] investigated the experience of workplace bullying amongst 331 registered nurses from a specific American regional healthcare system. 36.9% of responders reported being bullied in the preceding 6 months [14]. An inverse relationship was found between personal experiences of disengagement with work following personal bullying and psychological safety.…”

Section: Introductionmentioning

confidence: 92%

“…individuals who demonstrate appropriate conduct themselves and by doing so encourage and model exemplary conduct in their subordinates have also been cited in the literature as encouraging psychological safety [13]. Gong et al [14] surveyed the opinions of feedback-seeking behaviour amongst subordinate nurses and nurse leadersin total, 60 leaders and 458 subordinates were investigated. Teams, where leaders were deemed to be more ethical, were found to have higher levels of psychological safety and feedbackseeking behaviour, particularly in teams with a highpower distance [14].…”

Section: Introductionmentioning

confidence: 99%

“…Gong et al [14] surveyed the opinions of feedback-seeking behaviour amongst subordinate nurses and nurse leadersin total, 60 leaders and 458 subordinates were investigated. Teams, where leaders were deemed to be more ethical, were found to have higher levels of psychological safety and feedbackseeking behaviour, particularly in teams with a highpower distance [14].…”

Section: Introductionmentioning

confidence: 99%

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Exploring the barriers and facilitators of psychological safety in primary care teams: a qualitative study

Remtulla

Hagana

Houbby

et al. 2021

BMC Health Serv Res

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Background Psychological safety is the concept by which individuals feel comfortable expressing themselves in a work environment, without fear of embarrassment or criticism from others. Psychological safety in healthcare is associated with improved patient safety outcomes, enhanced physician engagement and fostering a creative learning environment. Therefore, it is important to establish the key levers which can act as facilitators or barriers to establishing psychological safety. Existing literature on psychological safety in healthcare teams has focused on secondary care, primarily from an individual profession perspective. In light of the increased focus on multidisciplinary work in primary care and the need for team-based studies, given that psychological safety is a team-based construct, this study sought to investigate the facilitators and barriers to psychological safety in primary care multidisciplinary teams. Methods A mono-method qualitative research design was chosen for this study. Healthcare professionals from four primary care teams (n = 20) were recruited using snowball sampling. Data collection was through semi-structured interviews. Thematic analysis was used to generate findings. Results Three meta themes surfaced: shared beliefs, facilitators and barriers to psychological safety. The shared beliefs offered insights into the teams’ background functioning, providing important context to the facilitators and barriers of psychological safety specific to each team. Four barriers to psychological safety were identified: hierarchy, perceived lack of knowledge, personality and authoritarian leadership. Eight facilitators surfaced: leader and leader inclusiveness, open culture, vocal personality, support in silos, boundary spanner, chairing meetings, strong interpersonal relationships and small groups. Conclusion This study emphasises that factors influencing psychological safety can be individualistic, team-based or organisational. Although previous literature has largely focused on the role of leaders in promoting psychological safety, safe environments can be created by all team members. Members can facilitate psychological safety in instances where positive leadership behaviours are lacking - for example, strengthening interpersonal relationships, finding support in silos or rotating the chairperson in team meetings. It is anticipated that these findings will encourage practices to reflect on their team dynamics and adopt strategies to ensure every member’s voice is heard.

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“…If people a smaller amount of work can never think something from out of the box other than obsessively this can be done by the habit to work or hard working. (Gong et al, 2019a;2019b). Persons who want to do something different creative can never follow the conventional work style.…”

Section: Workaholics and Creativitymentioning

confidence: 99%

Impact of Workaholics on Creativity: the mediating role of Negative Mood and moderating role of Supervisor Support

Tunio

Abdullah

Katper

et al. 2020

SIJMB

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Employees are an asset to their organization. The organizations need to provide the best management and supervisory support to their employees to ensure quality work. The current study is based on the workaholic nature of employees and their creative skills. It focuses on the employees of Advertising Agencies. Such organizations need personnel with creative skills and they should develop an environment for their employees to work in a better way and come up with extraordinary results. This study focuses on the impact of workaholics on the creativity of employees the mediating role of negative mood between workaholics and creativity and the moderating role of supervisor support between the workaholics and negative mood. Data has been collected from different advertising agencies of Islamabad and Rawalpindi, through questionnaires with N=350. Results show that workaholics are creative and it has a positive significant relationship with each other. Negative mood plays a mediating role between these two but supervisor support doesn’t moderate between workaholics and negative mood. This study helps organizations to increase employee creativity by elevating a negative mood by incorporating several techniques in the context of Pakistani advertising agencies.

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High-Power Distance Is Not Always Bad: Ethical Leadership Results in Feedback Seeking

Cited by 13 publications

References 50 publications

The status and associated factors of junior nurses' transition shock: A cross‐sectional study

The status and associated factors of junior nurses' transition shock: A cross‐sectional study

Exploring the barriers and facilitators of psychological safety in primary care teams: a qualitative study

Impact of Workaholics on Creativity: the mediating role of Negative Mood and moderating role of Supervisor Support

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