Nurses' voice behaviour: The influence of humble leadership, affective commitment and job embeddedness in China

Zhou, Xuechou; Wu, Zhen; Liang, Dandan; Jia, Ruiying; Wang, Meijie; Chen, Chaoran; L, Gao

doi:10.1111/jonm.13306

Cited by 47 publications

(44 citation statements)

References 46 publications

(60 reference statements)

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“…Voice behavior of nurses with abundant clinical experience is realistic and practical, and could enhance hospital effectiveness. 10 Therefore, understanding the voice behavior of nurses is important, especially in countries with a large nursing workforce such as China.…”

Section: Voice Behavior and Its Predictorsmentioning

confidence: 99%

Influence of Core Competence on Voice Behavior of Clinical Nurses: A Multicenter Cross-Sectional Study

Guo¹,

Wang²,

Plummer³

et al. 2021

PRBM

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Background Voice behavior, referred to as a positive guarantee for organizational development, is influenced by several kinds of individual, collective and organizational features. However, the impact of individual competence on voice behavior is unclear. The aim of the present study was to investigate the status quo of core competence and voice behavior of clinical nurses and explore the impact of core competence on nurses’ voice behavior. Methods A multicenter cross-sectional survey. A total of 1717 nurses were recruited from nine tertiary and secondary hospitals between March and June 2019. An online questionnaire, including socio-demographic variables, employee voice behavior scale and competence inventory for registered nurses, was used to investigate prohibitive and promotive voice behavior and core competence of clinical nurses. Pearson correlation and hierarchical multiple regression were performed in the data analysis. Results The mean score for prohibitive and promotive voice behavior of nurses were 3.46 (SD 0.77) and 3.46 (SD 0.88), respectively. The mean score for core competence was 2.46 (SD 0.77). Critical thinking/research aptitude was the most important predictor for both prohibitive and promotive voice behavior (each p < 0.05), but its influence on promotive voice behavior was greater ( p < 0.05). Leadership was another significant predictor for prohibitive voice behavior ( p < 0.05). Legal/ethical practice, teaching-coaching, professional development and shift work were other predictors for promotive voice behavior (each p < 0.05). Conclusion Clinical nurses experience modest levels of prohibitive and promotive voice behavior and their core competence is moderate. Core competence, especially critical thinking/research aptitude, impacts significantly on voice behavior of clinical nurses. Cultivating nurses’ core competence could positively increase their voice behavior for organizational development.

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Section: Voice Behavior and Its Predictorsmentioning

confidence: 99%

Influence of Core Competence on Voice Behavior of Clinical Nurses: A Multicenter Cross-Sectional Study

Guo¹,

Wang²,

Plummer³

et al. 2021

PRBM

View full text Add to dashboard Cite

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“…Further, employees who are more satisfied with their job, more embedded in their organization (Ng & Feldman, 2013;Ng & Lucianetti, 2018;Tan, Loi, Lam, & Zhang, 2019;Zhou et al, 2021), or more committed at work (Burris, Detert, & Chiaburu, 2008;Lapointe & Vandenberghe, 2018) are more likely to see the benefits and good chances of success in When a manager develops a high-quality LMX relationship with their employees, the latter are more likely to speak up.…”

Section: Predictors Of Employee Voice (Path a In Figure 1)mentioning

confidence: 99%

Employee Constructive Voice: An Integrative Review and a Dyadic Approach

Kim

Lam

Oh³

et al. 2022

Journal of Management

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Constructive voice is a type of communicative act involving both voicers and managers. However, research on constructive voice has developed in two separate streams, with studies adopting either a voicer- or a manager-centric perspective, thereby failing to provide a holistic understanding of constructive voice. This unilateral approach results in missed opportunities for scholars to understand the dyadic and dynamic nature of constructive voice. To address this limitation, we draw on social exchange theory to introduce a four-phase (felt voice, expressed voice, managerial responses to voice, and relational voice outcomes) dyadic model of constructive voice. By conceptualizing constructive voice as a dyadic exchange between voicers and managers, we detail the ongoing processes in which employees initiate voice and managers subsequently endorse and/or implement voicers’ input. We also introduce feedback loops to highlight the dynamic nature of constructive voice over time and explain the consequences of repeated constructive-voice exchange processes on relational outcomes. Finally, we review the literature, summarize gaps and opportunities, and provide directions for future research.

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“…Currently, humble leadership, as a new field of leadership, has gained more attention from researchers, especially in the nursing field. Many nursing, healthcare scholars and entrepreneurs believe that the humility of nurse leaders is particularly critical and significant in such a rapidly changing environment (Yang et al, 2019; Zhou et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Effect of humble leadership on proactive work behaviour: The mediating role of psychological empowerment among nurses

El‐Gazar

Zoromba

Zakaria

et al. 2022

J Nursing Management

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Aim This study was designed to determine the effect of humble leadership on nurses' proactive behaviours at work through psychological empowerment. Background Nurse leaders' humility has a profound effect on enhancing nurses' proactive work behaviour; yet, the mechanism underlying this pattern of effect remains unknown. Methods A descriptive cross‐sectional study was conducted in all nine Universal Health Insurance hospitals in Port Said, Egypt. Using scales for assessing leader humility, psychological empowerment and proactive behaviour at work, 316 nurses were surveyed. Regression analyses and structural equation models were used to examine the study hypothetical model. Results The results revealed that humble leadership, psychological empowerment and proactive work behaviour were significantly positively correlated. Psychological empowerment fully mediated the relationship between humble leadership and proactive work behaviour. Conclusion This study emphasized the value of humble leadership in psychologically empowering nurses, which results in greater proactive work behaviour. Implication for Nursing Management Nurse managers should lead their nursing staff with humility, which could increase the level of nurses' psychological empowerment and proactive behaviours at work, which will be reflected positively on the staffs and the organization.

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Nurses' voice behaviour: The influence of humble leadership, affective commitment and job embeddedness in China

Cited by 47 publications

References 46 publications

Influence of Core Competence on Voice Behavior of Clinical Nurses: A Multicenter Cross-Sectional Study

Influence of Core Competence on Voice Behavior of Clinical Nurses: A Multicenter Cross-Sectional Study

Employee Constructive Voice: An Integrative Review and a Dyadic Approach

Effect of humble leadership on proactive work behaviour: The mediating role of psychological empowerment among nurses

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