Understanding Key Drivers of Staff and Manager Engagement: Linking Research to Leadership

K., Parrott, Lori; Cazzell, Mary; Dragon, Whitney; Basham, Gina

doi:10.1016/j.mnl.2018.12.017

Cited by 4 publications

(4 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…To illustrate, PsyCap predicted engagement among front-line staff in the hospitality business (Paek et al, 2015), employees in various large for-profit companies (Chaurasia and Shukla, 2014;Joo et al, 2016;Wirawan et al, 2020), and public services (Saleh et al, 2020). Nevertheless, Kang & Busser (2018) and Parrott et al (2019) postulated that PsyCap and leadership should be employed to predict Work Engagement in different job types (e.g., technician vs. hospitality) and levels (e.g., staff vs. manager).…”

Section: Introductionmentioning

confidence: 99%

Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Niswaty

Wirawan

Akib

et al. 2021

Heliyon

View full text Add to dashboard Cite

This study aims at investigating the positive effect of Authentic Leadership on Work Engagement and the mediating role of Psychological Capital (PsyCap). This study employed the Jobs Demands Resource (JD-R) model theory to explain the contribution of Authentic Leadership and PsyCap on Work Engagement. Also, the direct effect of Authentic Leadership on employees' PsyCap was examined. This study randomly selected participants from 1,120 employees in one of the largest public service offices in Indonesia. 192 employees (male ¼ 120 or 62.5%) fully participated in a three-wave data collection. By using a Structural Equation Modeling (SEM) technique, this study confirmed that the proposed theoretical model (χ 2 /df ¼ 2, p < .05, RMSEA ¼ .07, SRMR ¼ .07, CFI ¼ .95) showed a better fit than the alternative model (χ 2 /df ¼ 3, p < .05, RMSEA ¼ .09, SRMR ¼ .09, CFI ¼ .85). The results also confirmed that Authentic Leadership and PsyCap directly predicted Work Engagement. Furthermore, the indirect effect of Authentic Leadership on Work Engagement was positively mediated by employees' PsyCap. Authentic Leadership in Indonesian public organizations may provide a tremendous impact on employees' PsyCap and Work Engagement. This study has provided new insight into the application of the JD-R model in Indonesian public organizations. Discussion, implications, limitations, and future research directions are included.

show abstract

Section: Introductionmentioning

confidence: 99%

Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Niswaty

Wirawan

Akib

et al. 2021

Heliyon

View full text Add to dashboard Cite

show abstract

“…32 Generational gaps and employment status can be barriers to a successful MO implementation plan as a recent comparative survey on nurse leadership suggests. 33 Evidence-based MO action plans for addressing generational gaps need to include interventions for successful nurse engagements. For example, younger nurses are frequently reassured and receive feedback from senior nurses; experienced and novice nurses develop adequate staff mentoring by intergenerational support; manager visibility and accessibility are expanded; nurses know their voices are considered by purposeful communication; teamwork is promoted to reduce conflicts; and opportunities implemented to promote staff to act as a volunteer "superuser" such as unit champion, early adopter, or innovation champion.…”

Section: Discussionmentioning

confidence: 99%

Mindful organizing as a healthcare strategy to decrease catheter-associated infections in neonatal and pediatric intensive care units. A systematic review and grading recommendations (GRADE) system

et al. 2021

View full text Add to dashboard Cite

Purpose: To explore the clinical evidence available on mindful organizing (MO) that will improve teamwork for positioning and managing central venous catheters in patients admitted to neonatal intensive care and other pediatric intensive care units to decrease central-line-associated and catheter-related bloodstream infections (CLABSI and CRBSI). Methods: We searched several databases (PubMed, Embase, CINAHL, CENTRAL, SCOPUS, and Web of Science) up to June 2018. We included studies investigating the effectiveness of MO teamwork in reducing CLABSI and CRBSI. The systematic review followed the PRISMA guidelines. We used validated appraisal checklists to assess quality. Results: Seven studies were included: only one was a non-randomized case-controlled trial (CCT). All the others had a pre-post intervention design, one a time-series design and one an interrupted time-series design. The methodological heterogeneity precluded a meta-analysis. Despite the low certainty of evidence with the Grading of Recommendations Assessment, Development and Evaluation (GRADE) system, three studies including thousands of participants provided numerical data for calculating risk ratios (RR) and 95% confidence intervals (CI) comparing MO with no intervention for decreasing the CLABSI rate in neonatal and pediatric ICUs. The one CCT disclosed no significant difference in the CLABSI rate decrease between groups (RR = 0.96; 95%CI 0.47–1.97). Nor did the pre- and post-intervention interrupted time-series design disclose a significant decrease (RR = 0.80; 95%CI 0.36 1.77). In the study using a before-after study design, the GRADE system found that the CLABSI rate decrease differed significantly in favor of post-intervention (RR = 0.13; 95%CI 0.03 0.57; p = 0.007). Conclusions: Despite the decreased CLABSI rate, the available evidence is low in quality. To reduce the unduly high CLABSI rates in neonatal and pediatric intensive care settings, custom-designed clinical trials should further define the clinical efficacy of MO to include it in care bundles as a new international standard.

show abstract

“…2,3 The OR is an area in which staff members and leaders should prioritize patient safety; however, staff member engagement can be difficult to achieve. 4 Implementation of an effective huddle process can be a key driver to ensure staff members and leaders address safety elements in real time. 3…”

Section: Redesigning the Perioperative Huddle To Improve Culturementioning

confidence: 99%

“…To ensure staff member and patient safety, leaders should use the available resources to develop and implement a consistent and systematic daily process that becomes part of their department’s culture 2,3 . The OR is an area in which staff members and leaders should prioritize patient safety; however, staff member engagement can be difficult to achieve 4 . Implementation of an effective huddle process can be a key driver to ensure staff members and leaders address safety elements in real time 3…”

mentioning

confidence: 99%

Redesigning the Perioperative Huddle to Improve Culture

Jump¹,

Coogle²

2022

AORN Journal

View full text Add to dashboard Cite

Understanding Key Drivers of Staff and Manager Engagement: Linking Research to Leadership

Cited by 4 publications

References 17 publications

Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Mindful organizing as a healthcare strategy to decrease catheter-associated infections in neonatal and pediatric intensive care units. A systematic review and grading recommendations (GRADE) system

Redesigning the Perioperative Huddle to Improve Culture

Contact Info

Product

Resources

About