Transformational leadership and social identity as predictors of team climate, perceived quality of care, burnout and turnover intention among nurses

Abstract

Purpose The purpose of this paper is to examine the role of transformational leadership (TL) in developing social identity and its subsequent impact on team climate, intention to leave, burnout and quality of patient care among nurses. Design/methodology/approach Data for this cross-sectional study were collected from a sample of 201 registered nurses in Australia through questionnaires. Structural equation modelling was used to test the hypotheses. Findings Results illustrate that social identification appears to be the psychological mechanism through which TL impacts important employee outcomes, including perceived quality of patient care. Practical implications This study provides valuable insights into understanding the critical role of human resource management (HRM) practice and policy in healthcare environments. Findings from this study indicate that human resource managers can assist nurse unit managers to deliver their HRM roles effectively when adequate support and relevant HRM infrastructures are put in place. Originality/value This research considers the role of first-line nurse managers in healthcare organisations. It provides evidence-based knowledge about the type of leadership style required to achieve desirable employee outcomes and the essential HRM opportunities to facilitate this.

Liderança transformacional na prática dos enfermeiros em um hospital universitário

“…On the other hand, institutions that invest in leaders' training and support, can positively influence their employees, improve productivity and motivate them constructively. (7,19) Situations opposed to this type of relationship may be linked to weaker institutional support for the formation of leaders, which opens space for authoritarian and vertical management. This is strongly influenced by traditional management models that are still common in many organizations.…”

“…It is also essential that nurses engage with transformational leadership in order to improve team satisfaction, ensure a harmonious working environment that can strengthen clinical vision, and improve care delivery. (4,17,19) Transformational leadership is one of the styles that best matches the needs of an organization by enabling employees' voluntary mobilization without causing pressure or anxiety, and achieving the stated purpose. In the case of Nursing, this means meeting the health needs of the population through an efficient care management.…”

Innovation climate: A systematic review of the literature and agenda for future research

“…For example, researchers have consistently found that transformational leadership (and its subdimensions) fosters higher levels of team innovation climate (Eisenbeiss et al, 2008;Jaiswal & Dhar, 2015;Pirola-Merlo, Hartel, Mann, & Hirst, 2002;Sun, Xu, & Shang, 2014). In addition, recent work has found that the employee's social identity mediates the transformational leadership/team innovation climate relationship (Cheng, Bartram, Karimi, & Leggat, 2016). Researchers have also begun to examine the specific circumstances in which transformational leadership is related to team innovation climate.…”

The impact of CEO transformational leadership on organizational voluntary turnover and employee innovative behaviour: the mediating role of collaborative HRM

“…As such, employees’ collective selves will be invoked, transcending their self‐concepts and relating them to the organization (Cheng et al. ).…”

“…With collaborative HRM practices such as recruiting team-oriented candidates, promoting employees based on ability to work with others, providing teamwork training, fostering group incentives, and encouraging cross-departmental communication, employees can absorb the shared norms that emphasize collectivism. As such, employees' collective selves will be invoked, transcending their self-concepts and relating them to the organization (Cheng et al 2016).…”