Relationships among authentic leadership, manager incivility and trust in the manager

Abstract

Purpose This study aims to examine the relationships among authentic leadership of managers and new graduate nurses’ (NGNs) experience of manager incivility and their degree of trust in their managers. Design/methodology/approach A secondary analysis of data using a non-experimental, correlational design was undertaken. From 2012 to 2013, 3,743 surveys were mailed to NGNs eligible for the study, and 1,020 returned completed questionnaires for a response rate of 27.3 per cent. The hypotheses were tested using hierarchical multiple linear regression. Findings Authentic leadership had a negative relationship with manager incivility, which in turn was negatively related to trust in the manager, and overall the model accounted for 59.9 per cent of the variance in trust. Authentic leadership was positively associated with trust in the manager. Originality/value Findings supported that authentic leadership may be an effective approach to enhance manager–nurse interactions because authentic managers are less likely to display uncivil behavior, which diminishes trust. Findings may be useful to inform the development of positive and respectful work environments and the everyday practice of nurse managers.

Inspecting the Role of Empowerment, Ostracism, Defensive Silence and Employee Proactivity With Relation to Employee Creativity and Organizational Performance

“…Next to this, researcher has confirmed the relationship between psychological empowerment and employee creativity which is in line with Spreitzer (2008). Similarly, trust in leadership has confirmed positive impact on employee creativity and consistent with previous findings Alkaabi and Wong (2019) This study contribute to body of knowledge and investigated the moderating role of employee proactivity between employee creativity and perceived organizational performance. The moderating relationship is confirmed in such a way that it strengthens the relationship between employee creativity and perceived organizational performance and confirmed that the relationship between perceived organizational performance and employee creativity will be robust when employee proactivity is higher.…”

“…According to Jain et al (2019) the relationship between trustworthy leader and subordinates can be achieved through integrity, honesty and moral leadership standard. These attributes brings positive expectation among employees and enhance their willingness to accomplish organizational goal (Alkaabi & Wong, 2019). Another study conducted by Laschinger et al (2012) revealed that an authentic leader increase trust in subordinate which in turn enhance confidence in followers and help them to achieve firm goals.…”

“…Trust in leadership has been identified as "the willingness of a trustor vulnerable towards actions of a trustee that the trustee will fulfil a particular action based on anticipation" (Jain et al, 2019). It is a psychological state where an individual willingness to be vulnerable is linked to other individual action without monitoring individual behaviour (Alkaabi & Wong, 2019). According to Jain et al (2019) the relationship between trustworthy leader and subordinates can be achieved through integrity, honesty and moral leadership standard.…”

Compassion and Workplace Incivility: Implications for Open Innovation

“…Secondly, the empirical evidence of the link between positive leadership and workplace incivility is somewhat limited [50]. Specifically, the previous literature on leadership, which examined its effects on workplace incivility, focused on many different forms or styles of leadership, such as passive leadership [25], transformational leadership [26], authentic leadership [5,27], but not positive leadership. Thus, our results showing the negative effect of positive leadership on workplace rudeness (i.e., workplace incivility) provide a theoretical contribution to the field of leadership.…”

“…Specifically, given that studies such as those by Rhee, Hur, and Kim [23], and Woo and Kim [24], have provided somewhat limited empirical evidence of the link between compassion and workplace incivility, this present study contributes to the compassion literature by unboxing the unknown processes of how compassion could lessen employees' rudeness at work. In addition, whereas leadership researchers have empirically explored the link between many different types of leadership style [25][26][27], we still do not know how positive leadership affects incivility at work. Hence, this current study also provides contributions to the leadership literature.…”