The impact of middle managers’ digital leadership on employee work engagement
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ABSTRACT:
SUBMITTER: Li Z
PROVIDER: S-EPMC11008576 | biostudies-literature | 2024 Jan
REPOSITORIES: biostudies-literature
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Project description:This study, with the aim to test theory in practice, used group concept mapping to develop a comprehensive conceptualization of middle managers' leadership behaviors concerning digital transformation as a form of radical change. Participants were professionals in the largest public organization in the Netherlands (a police organization) who were dealing with digital transformation in their own practice and who enrolled in an education program on leadership and intelligence. Based on 94 unique statements, the participant-driven results revealed six thematically coherent clusters representing leadership skills and behaviors regarding improvement and results, digital technologies, cooperation, the self, change and ambivalence, and others. The stress value of 0.2234 indicated a good fit. Further analysis showed that clusters containing soft skills and people-oriented behaviors were considered the most important. These results can serve as input to support leadership development programs for middle managers to develop themselves into people-oriented, empowering leaders who can adapt their leadership approaches to fit and support change in general and technology-driven change in particular. Ultimately this will benefit their and their employees' overall well-being at work. This study is the first to investigate middle managers' leadership skills and behaviors in a large public organization that is entirely participant-driven.
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Project description:Employees' work engagement may vary by work location (office vs. home office), assuming that working at home requires greater self-regulation. Hence, self-leadership may play an important role when employees work at home. The present study investigates whether employees use self-leadership strategies (self-goal setting, self-reward, self-punishment, self-cueing, and visualization of successful performance) more often on home days than on office days. We also examine how these strategies are related to daily work engagement, and whether they are more effective for promoting work engagement depending on the work location. One hundred and one employees completed daily questionnaires on office and home days, resulting in 514 observations. Multilevel analyses revealed that employees reported higher use of self-goal setting, self-reward, and visualization on home days than on office days. Furthermore, we found that applying these strategies was positively related to day-specific work engagement. Nevertheless, self-cueing had no effect and self-punishment was detrimental to work engagement. Moreover, we found no support for the idea that the effectiveness of self-leadership strategies for promoting work engagement depends on the work location. These findings contribute to our understanding of self-leadership strategies promoting work engagement on home and office days.
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Project description:Despite the recent proliferation of scholarly investigations on servant leadership, clarity remains elusive regarding the specific mechanisms and conditions underpinning employee cognitive processes and their responses to servant leadership. Drawing upon social cognitive theory, proposes a moderated mediation model tested through a time-lagged field data from 489 employees in Study 1 and an experimental data in Study 2. We found that servant leadership indirectly enhances employee voice behavior through increased employee work reflection. Additionally, we considered employee proactive personality as a boundary condition for the positive effect of servant leadership. Our results show that servant leadership prompts employee work reflection only when the level of employee proactive personality is high, which in turn increases employee voice behavior. This study presents significant theoretical and practical implications through the integration of social cognitive theory with servant leadership research.
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Project description:Background and purposeOrganizations strive to increase the work engagement of their employees, as engaged employees are more productive employees, but often neglect the significant effects of work-family balance on work engagement. Numerous studies confirm the importance of work-family balance and work engagement, but there is lack of research that explores the relationship between the concepts. Our research fills a research gap in investigating the impact of work-family balance on work engagement, both directly and through individual perceptions of organizational support for work-family balance. The main aim of our research is to empirically test the relationships between the policies and practices of organizations regarding work-family balance, work-life balance and work engagement.MethodsUsing validated questionnaires, we collected data on organizational support for work-family balance (family-friendly policies and practices, support by leader, support by co-workers, working hours and complexity of work), work-family balance and work engagement. The quantitative data for our analysis was collected through a survey of 343 online participants who were employees in various positions in companies in Slovenia.The resultsOur results show that the organization's work-family balance policies and practices, such as support by leader, co-workers, and family-friendly policies and practices, have a positive impact on the individual's work-family balance, that work-family balance leads to an increase in work engagement, and that the individual's perception of the organization's work-family balance support leads to an increase in work engagement.ConclusionKnowledge of important work-family balance implications with an understanding of organizational support for work-family balance and the relationships between the constructs of work-family balance and work engagement can be beneficial to business leaders. This understanding can help them to strengthen employee work engagement through family-friendly policies and practices, and thereby contributing to the area of employee behavior and improving employee productivity.
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Project description:BackgroundWorkaholism (WH) is related with high mental trouble and physical objections, low employment and family fulfillment, and low occupation execution; however, work commitment is related with job and life satisfaction. This study aimed to assess the impact of WH and work engagement (WE) on medical university employee job stress and satisfaction.MethodsThis descriptive analytical study was conducted on workers employed in medical universities using validated questionnaires for data collection. The sample size was 330, from which 305 responded with completed questionnaire. The employees were the direct workers of different accessible medical universities in Karachi, Pakistan. The employee enrolment and distribution of the questionnaire was performed using non-probability convenient sampling. The Brief Job Questionnaire (BJQ), Dutch Work Addiction Scale (DUWAS) and Utrecht Work Engagement Scale (UWES) were used to assess the impact of job stress on job satisfaction and WE. The data was analyzed by applying descriptive statistics, Spearman correlation and regression analysis. A p-value of ≤ 0.05 was taken as significant.ResultsThe study consisted of 117 (38.4%) male and 188 (61.6%) female participants; the mean age of participating employee was 28.50 ± 6.192. The mean score for WE was 3.78 ± 0.467, that of WH was 3.42 ± 0.559, for JS was 4.29 ± 0.400, whereas JSF was 3.10 ± 0.591. A positive correlation was observed between job stress, WH and WE. WH had a strong correlation with job stress and weak correlation with job satisfaction and performance. A significant difference was observed between WE and WH among males and females.ConclusionsThe study presented with a significant effect of job satisfaction with WH and WE with job stress. Hence, indicating the importance of social skills and WE with fellow employees to increase the work productivity and performance. However, in case of over work and WH, an increase of job stress is inevitable.
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Project description:ObjectiveThis study tested the effects of interpersonal relationships on nurse managers' work engagement and proactive work behavior.BackgroundAn engaged workforce may help healthcare organizations improve performance. In healthcare, nurse managers are responsible for creating motivating work environments. They also need to be engaged, yet little is known about what influences nurse managers' performance.MethodsA self-administered electronic survey was used to collect data from 323 nurse managers working in acute care hospitals. Instruments included the Relational Coordination Scale, Utrecht Work Engagement Scale, and Proactive Work Behavior Scale.ResultsInterpersonal relationships with nurse administrators were most predictive of nurse managers' work engagement. Interpersonal relationships with physicians were most predictive of nurse managers' proactive work behavior.ConclusionOrganizational cultures that foster quality interpersonal relationships will support the job performance of nurse managers.
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Project description:BackgroundDigital health, including telemedicine, is increasingly recommended for the management of chronic neurological disorders, and it has changed the roles of patients and clinicians.MethodsIn this cross-sectional study we aimed to investigate the digital work engagement of Italian neurologists through a survey collected between September 2020 and January 2021. Questionnaires were anonymous and collected demographic characteristics, attitudes towards digital devices and social media, and details about the clinician-patient relationship. We used logistic-regression models to identify characteristics associated with the propensity to communicate with patients using social media.ResultsAmong the 553 neurologists who participated to the study, smartphones and computers were widely preferred compared with tablets; wearable devices were not common, although some neurologists desired them. A total of 48% of participants reported communicating with patients using social media but only a few were in favor of social friendship with patients; WhatsApp was the social media most popular for professional (86%) and personal (98%) purposes. Propensity to communicate with social media was significantly higher among those who were older (p < 0.001) and lived in regions outside northern Italy (center: p = 0.006; south and the islands: p < 0.001). For 58% of responders, social media improved their relationship with patients, but 72% usually warned patients about unreliable websites.ConclusionsThe preferred social media were those which were rapid and which safeguard privacy more effectively; neurologists made many efforts to disprove fake news circulating online, providing help to patients in various ways. This analysis can help direct future interventions for the management of chronic neurological disorders.
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Project description:Employee engagement remains a growing interest in the academic research literature and especially in the practitioner-industry mainstream literature and practice. Despite the increase in literature on constructs of and associations between enablers and indicators of employee engagement, the empirical examination of employee engagement measures offered by the mainstream practitioner-industry market has received little attention. The study redresses this shortcoming by examining the internal construct validity and reliability of the Flow@Work Engagement Survey (FWES) as applied to a global aggregated cross-sectional data set of (N = 39 310) clients. We further employed structural equation modelling and relative weight analysis to assess the extent to which the proposed FWES engagement enabling working conditions functioned as predictors of the measure's employee engagement indicators on a randomly selected data subset of (n = 3000) clients. The study established the internal convergent and discriminant validity and reliability of the FWES. The findings contributed new insights to the engagement research literature by revealing the nature and relative importance of different engagement enablers in predicting employee willingness and commitment as indicators of organisational employee engagement. Practically, the study uncovers opportunities for future engagement research and well-informed employee engagement measurement and intervention planning in industry.
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Project description:It is generally assumed that a corporate purpose aiming to benefit all stakeholders has a positive effect on employee motivation and engagement, but no empirical studies into these specific effects were found. To examine this assumption, a corporate mission and vision matching the definition of a higher purpose were tested in two subsequent studies. The first study (N = 270) was a cross-sectional self-report study. The second study included a longitudinal design (N = 56) modeling purpose, motivation, and engagement in a cross-lagged panel model over three time-points. The results associated purpose with motivation and engagement. The subsequent longitudinal analysis confirmed the presumed directionality from purpose to engagement, but not to motivation. Hence, while a corporate purpose can be added to the list of antecedents to work engagement, the relationship with motivation, despite the significant association with purpose in the cross-sectional study, remains more complicated. The present study adds to the knowledge of the beneficial effects of a broader purpose and responds to the current surge of interest in purpose as an instrument for sustainable business.
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Project description: Not available
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