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The effects of knowledge sharing and person-organization fit on the relationship between transformational leadership on innovative work behavior.

ABSTRACT: Previous studies reveal a gap in the literature regarding the role of knowledge-sharing behavior and person-organization fit as mediating variables in assessing the impact of transformational leadership on innovative work behavior. Additionally, some studies show that transformational leadership and person-organization fit influence innovative work behavior, while other studies have found that they do not. This study investigates the effects of transformational leadership, person-organization fit, and knowledge-sharing behavior on teachers' innovative work behavior and explores the role of knowledge-sharing behavior and person-organization fit as mediator variables. The study utilizes the partial least squares (PLS)-structural equation modeling (SEM) method to analyze data from 260 private elementary school teachers in South Jakarta, Indonesia. The result showed that transformational leadership does not positively affect innovative work behavior directly; however, the effect of transformational leadership on innovative work behavior becomes positive through knowledge-sharing behavior. Person-organization fit and knowledge-sharing behavior are shown to affect innovative work behavior positively, although the mediating variable did not increase the effect of person-organization fit on innovative work behavior.

SUBMITTER: Sudibjo N

PROVIDER: S-EPMC8239725 | biostudies-literature |

REPOSITORIES: biostudies-literature

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Project description:ObjectivesPeople interact with their work environment through being, to a greater or lesser extent, compatible with aspects of their setting. This interaction between person and environment is particularly relevant in healthcare settings where compatibility affects not only the healthcare professionals, but also potentially the patient. One way to examine this association is to investigate person-organisation (P-O) fit and person-group (P-G) fit. This systematic review aimed to identify and synthesise knowledge on both P-O fit and P-G fit in healthcare to determine their association with staff outcomes. It was hypothesised that there would be a positive relationship between fit and staff outcomes, such that the experience of compatibility and 'fitting in' would be associated with better staff outcomes.DesignA systematic review was conducted based on an extensive search strategy guided by Preferred Reporting Items for Systematic review and Meta-Analyses to identify relevant literature.Data sourcesCINAHL Complete, EMBASE, Ovid MEDLINE, PsycINFO and Scopus.Eligibility criteriaArticles were included if they were empirical studies, published in peer-reviewed journals in English language, set in a healthcare context and addressed the association that staff outcomes have with P-O and/or P-G fit.Data extraction and synthesisIncluded texts were examined for study characteristics, fit constructs examined and types of staff outcomes assessed. The Quality Assessment Tool was used to assess risk of bias.ResultsTwenty-eight articles were included in the review. Of these, 96.4% (27/28) reported a significant, positive association between perception of fit and staff outcomes in healthcare contexts, such that a sense of compatibility had various positive implications for staff, including job satisfaction and retention.ConclusionAlthough the results, as with all systematic reviews, are prone to bias and definitional ambiguity, they are still informative. Generally, the evidence suggests an association between employees' perceived compatibility with the workplace or organisation and a variety of staff outcomes in healthcare settings.

Project description:Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers' generic implementation leadership skills, which they can use for any implementation efforts in the future.The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers' implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In addition, interviews will be conducted over time to evaluate the intervention.The proposed intervention represents a novel contribution to the implementation literature, being the first to focus on strengthening healthcare managers' generic skills in implementation leadership.

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The effects of knowledge sharing and person-organization fit on the relationship between transformational leadership on innovative work behavior.

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