The Impact of Self-Leadership Skills of Healthcare Employees on Institutional Performance and Job Performance

Abstract

This research is conducted in order to investigate the relationship between self-leadership skills of health employees and job performance and institutional performance. Methods: The study was carried out in accredited and non-accredited two hospitals in Ankara. The survey prepared within the scope of the research was applied to health employees. A total of 332 (109 from accredited 223 from non-accredited) valid questionnaires were obtained from the survey conducted based on the total number of personnel of the hospitals. Results: When the self-leadership levels of the two institutions are analyzed in general, the self-leadership levels of the employees in the accredited institution (4.160) were found to be higher than the self-leadership levels of the employees in the non-accredited institution (3.830). Three different hypotheses were tested in the model. According to the findings obtained from the study, three hypotheses were accepted. Conclusion: When all the study findings were evaluated as a whole; employees' self-leadership skills are important in achieving institutional performance goals such as patient safety, efficiency and productivity in complex health institutions. Therefore, encouraging employees in this field and supporting them with the necessary training can be considered as an important parameter in reaching the objectives of the institution.

Self-Leadership Among Healthcare Workers: A Mediator for the Effects of Job Autonomy on Work Engagement and Health

“…Engaged and healthy employees do all they can to deliver the best possible service to their clients. Kayral and Dülger (2019) find that, if healthcare professionals are capable of taking the lead, this is associated with positive outcomes related to organizational goals, such as patient safety and efficiency. Besides, healthcare workers who are able to take the lead might inspire their clients to take the lead in their health as well.…”

“…Through practicing self-leadership, people might be able to positively influence their motivation and health even if their job autonomy is low ( Lovelace et al, 2007 ; Stewart et al, 2019 ). Within the healthcare literature, there is growing evidence for the potential benefits of self-leadership for the well-being and performance of healthcare professionals (e.g., Jooste and Cairns, 2014 ; Kayral and Dülger, 2019 ; Kim and Kim, 2019 ). Still, self-leadership theory assumes that an autonomy-supportive work context is beneficial for the self-leadership of employees as they are encouraged to actually take up responsibility for their job and increasingly use cognitive and behavioral self-influencing strategies in order to optimize their own motivation and performance ( Stewart et al, 2019 ).…”

Facilitating health care workers’ self‐determination: The impact of a self‐leadership intervention on work engagement, health, and performance

“…It is remarkable that studies that focus on increasing positive motivation and positive behaviours of health care workers are rare. Building on the positive psychology movement (Gable & Haidt, 2005; Linley, Joseph, Harrington, & Wood, 2006; Seligman & Csikszentmihalyi, 2000), we propose that interventions should not only focus on reducing stress, but also on increasing self‐leadership of health care workers, as this positively contributes to work engagement, health and performance (Kayral & Dülger, 2019; Van Dorssen‐Boog, De Jong, Veld, & Van Vuuren, 2020).…”

“…To test both short‐ and long‐term effects of the self‐leadership intervention, while controlling for the organizational influences, we took three measurements. Second, we position the self‐leadership training programme as a positive psychology intervention (Van Woerkom, Bakker, & Leiter, 2019), which provides a novel perspective for improving motivation, health, and performance of health care workers (Jooste & Cairns, 2014; Kayral & Dülger, 2019; Van Dorssen‐Boog et al, 2020). While interventions for health care workers are often focused on developing coping strategies for dealing with the high job demands (Lee et al, 2016; McVicar, 2003; Ruotsalainen et al, 2015), this intervention is explicitly focused on developing work engagement through a self‐leadership training programme.…”

Strategies for the Facilitation of Self-Leadership Among Ward Nurses in a Nurse-Led Critical Care Outreach Service

“…Practising self-leadership might influence ward nurses to engage in their work and activate CCOS according to the guidelines set out in the healthcare organisation. There is growing support for the possible advantages of practising self-leadership among nurses ( Kayral & Dulger, 2019 ; Kim & Kim, 2019 ). The purpose of this study was to develop strategies for the facilitation of self-leadership in ward nurses that will enable them to act proactively and promptly in utilising CCOS at a private hospital group in South Africa by investigating the following research questions.…”