Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation

Wibowo, Amin; Paramita, Widya

doi:10.1177/15480518211068735

Cited by 33 publications

(31 citation statements)

References 108 publications

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“…Other factors, such as quality employer communication and job preparedness, were also associated with decreased turnover intention among nursing home staff [ 33 ]. Moreover, leadership support was linked to decreased turnover intention among nurses [ 41 , 65 ]. A qualitative study from Iran discovered that both a positive organisational atmosphere and organisational motivation were associated with reduced turnover intention among nurses [ 64 ].…”

Section: Resultsmentioning

confidence: 99%

A global overview of healthcare workers’ turnover intention amid COVID-19 pandemic: a systematic review with future directions

et al. 2022

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Background Globally, the health workforce has long suffered from labour shortages. This has been exacerbated by the workload increase caused by the COVID-19 pandemic. Major collapses in healthcare systems across the world during the peak of the pandemic led to calls for strategies to alleviate the increasing job attrition problem within the healthcare sector. This turnover may worsen given the overwhelming pressures experienced by the health workforce during the pandemic, and proactive measures should be taken to retain healthcare workers. This review aims to examine the factors affecting turnover intention among healthcare workers during the COVID-19 pandemic. Methods A mixed studies systematic review was conducted. The PubMed, Embase, Scopus, CINAHL, Web of Science and PsycINFO databases were searched from January 2020 to March 2022. The Joanna Briggs Institute’s Critical Appraisal Tools and the Mixed Methods Appraisal Tool version 2018 were applied by two independent researchers to critically appraise the methodological quality. Findings were synthesised using a convergent integrated approach and categorised thematically. Results Forty-three studies, including 39 quantitative, two qualitative and two mixed methods studies were included in this review. Eighteen were conducted in the Middle East, ten in the Americas, nine in the Asia–Pacific region and six in Europe. Nurses (n = 35) were included in the majority of the studies, while physicians (n = 13), allied health workers (n = 11) and healthcare administrative or management staff (n = 7) were included in a smaller proportion. Five themes emerged from the data synthesis: (1) fear of COVID-19 exposure, (2) psychological responses to stress, (3) socio-demographic characteristics, (4) adverse working conditions, and (5) organisational support. Conclusions A wide range of factors influence healthcare workers’ turnover intention in times of pandemic. Future research should be more focused on specific factors, such as working conditions or burnout, and specific vulnerable groups, including migrant healthcare workers and healthcare profession minorities, to aid policymakers in adopting strategies to support and incentivise them to retain them in their healthcare jobs.

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Section: Resultsmentioning

confidence: 99%

A global overview of healthcare workers’ turnover intention amid COVID-19 pandemic: a systematic review with future directions

et al. 2022

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“…Table 3 lists the motivating language theory's empathetic, meaning-making, and direction-giving speech. (Sullivan, 1988;Mayfield & Mayfield, 2016;Wibowo & Paramita, 2022).…”

Section: Preparatory Conditionsmentioning

confidence: 99%

“…Comparatively, locutionary (meaning-making) speech relays meaningful utterances or promises. Wibowo and Paramita (2022) suggest that empathetic leadership must compel action. Direction-giving and meaning-making may compel employee action by strengthening the correlation between illocutionary speech and organizational citizenship behavior.…”

mentioning

confidence: 99%

Empathetic Leadership: Motivating Organizational Citizenship Behavior and Strengthen Leader-Member Exchange Relationships

Fuller¹

2023

IBR

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Empathetic leadership can motivate employees to become more productive and improve job satisfaction. Motivation is a self-initiated behavior that influences organizational citizenship behavior. However, empathy remains a vague psychological construct that requires research into different forms of empathy. This study applied illocutionary (empathetic) speech to determine the ability to predict organizational citizenship behavior in the leader-member exchange relationship. Additionally, locutionary (meaning-making) and perlocutionary (direction-giving) speech was introduced to establish factors that may strengthen that relationship. The study consisted of three hundred nine full-time employees and revealed that illocutionary (empathetic) speech significantly predicted organizational citizenship behavior. Locutionary (meaning-making) and perlocutionary (direction-giving) speech strengthened that relationship and are consistent with felicity conditions. Therefore, leaders, managers, and supervisors should attend workshops or executive coaching to develop communication strategies based on empathetic, direction-giving, and meaning-making speech to motivate employee organizational citizenship in leader-member exchange relationships.

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“…In short, identification-based trust emphasizes an emotional connection between the leader and followers, which, in turn, leads to positive outcomes (e.g., Colquitt et al, 2012;Lewicki & Bunker, 1996;Scandura & Pellegrini, 2008;Walumbwa et al, 2020;Zhu et al, 2013). For example, Wibowo and Paramita (2021) found that empathetic leadership by the supervisor increased resilience in nurses dealing with COVID-19 patients and also decreased nurse turnover intentions. Sison (2006) articulated that virtues and character strengths constitute the underpinning on which trust and effective leadership are founded.…”

Section: Identification-based Trustmentioning

confidence: 99%

Character and Trust in Crisis Leadership: Probing the Relationships Among Character, Identification-Based Trust, and Perceptions of Effectiveness in Political Leadership During the COVID-19 Pandemic

Seijts

Clercy

Miller

2022

The Journal of Applied Behavioral Science

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The COVID-19 pandemic provided an opportunity to explore the relationships among character, identification-based trust, and perceptions of leadership effectiveness in the context of crisis leadership. Focusing on the leadership of Canadian Prime Minister Justin Trudeau, we first explore whether Canadians of voting age believe character is important in political leadership during the pandemic. Second, we examine voter perceptions of the importance of the dimensions of character identified by Crossan et al. (2017) and to what extent voters perceive Trudeau demonstrates the behaviors associated with these dimensions. Third, we explore the role of identification-based trust in the relationship between character and perceptions of leadership effectiveness. Fourth, we study the relationships between character, trust, and effectiveness during dynamic conditions where the stakes for citizens with respect to health and social well-being are high. The results of our study connect character to trust and perceived effectiveness of a political leader during a crisis.

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Resilience and Turnover Intention: The Role of Mindful Leadership, Empathetic Leadership, and Self-Regulation

Cited by 33 publications

References 108 publications

A global overview of healthcare workers’ turnover intention amid COVID-19 pandemic: a systematic review with future directions

A global overview of healthcare workers’ turnover intention amid COVID-19 pandemic: a systematic review with future directions

Empathetic Leadership: Motivating Organizational Citizenship Behavior and Strengthen Leader-Member Exchange Relationships

Character and Trust in Crisis Leadership: Probing the Relationships Among Character, Identification-Based Trust, and Perceptions of Effectiveness in Political Leadership During the COVID-19 Pandemic

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