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Copyright of Contemporary Accounting Research is the property of Canadian Academic Accounting Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Relationship‐oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit‐level positive affective climate as a motivational mechanism through which relationship‐oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID‐19 outbreak, our results supported the substituting effects of unit‐level collective occupational calling on positive affective climate stemmed from relationship‐oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship‐oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research. [ABSTRACT FROM AUTHOR]

Research findings concerning the effects of perceived overqualification on task performance are mixed. To reconcile the disparate findings, drawing on person‐environment theory, we propose cynicism toward the job and constructive deviance as contrasting dual pathways that explain the negative and positive effects of perceived overqualification on task performance and employee creativity. We also examine the moderating effects of dual‐focused transformational leadership (TFL) on the relationships between perceived overqualification and the two mediating mechanisms. We test this model using data collected from 469 employees and their 135 supervisors via two‐wave surveys. The results support the negative and positive mediating mechanisms. In addition, based on one field study and two online experiments, we find that individual‐focused TFL mitigates the relationship between perceived overqualification and cynicism toward the job, but that team‐focused TFL enhances the relationship between perceived overqualification and constructive deviance. [ABSTRACT FROM AUTHOR]

Human resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision‐making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization. [ABSTRACT FROM AUTHOR]

As organizations strive for more flexibility, decentralized decision‐making has been at the core of many modern HR approaches. Yet, on a company‐wide scale, it remains unclear whether decentralized decision‐making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee‐level mechanism underlying the organizational‐level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision‐making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee‐level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision‐making in organizations. [ABSTRACT FROM AUTHOR]

Introduction: Institutional education leaders serve key roles in leading major curricular change within residency education, yet little is known about how they accomplish these goals on the ground. Change management principles have predominantly been developed and described in the hierarchical context of management science and corporate settings. However, the non‐hierarchical, complex and adaptive features of health professions education may render these traditional change management models inadequate. We explored how institutional educational leaders navigate the complex residency education system in implementing a major curricular change. Methods: Using constructivist grounded theory, we conducted and iteratively analysed semi‐structured interviews with 11 institutional education leaders from across Canada who were responsible for leading the nationally mandated curricular change to competency‐based residency education. Thematic analysis was performed iteratively using constant comparison. Results: Leaders managing the change process focused on two priorities: steering the direction of the change process as it evolved and maintaining the momentum amongst stakeholders to move forward steadily. Four common threats and opportunities impacted the focus on direction and momentum: multiplicity of contexts, innovation, resistance and distractions. In response, leaders utilised various tactics and harnessed diverse leadership styles to manage these challenges accordingly. Conclusions: We identified a change framework that offers a more contextually nuanced understanding of curricular change in residency education that has not been described in the change management literature generated by the management sector. Institutional education leaders focused on maintaining the direction and momentum, while constantly assessing and adapting to evolving, uncertain and complex conditions. Our findings provide a simple and practical foundation to support leadership education in curricular change as well as researchers in developing further change theories in complex adaptive health professions education systems. New original research from @DrPedsRheum and @IanMScott details how leaders manage complex curricular change processes @ubcMedCHES #change #leadership #CBME [ABSTRACT FROM AUTHOR]

Objectives: Emergency medicine (EM) doctors are often required to manage a diverse set of complex challenges; navigating direct patient care, systemic issues and inter‐professional interactions. Leadership is well recognised as crucial in optimising both the delivery and the quality of patient care. There is a clear need to gain greater understanding of the reality of EM leadership through exploring doctors' experience and perception of leadership in EM, yet there is a paucity of research focusing on this area. The objective of the present study was to explore the research question: 'What are the experiences and perceptions of leadership by EM doctors?' Methods: This single‐site qualitative study was undertaken using semi‐structured in‐depth individual interviews to collect data. Interviews were audio recorded, transcribed and de‐identified. Reflexive thematic analysis was performed by the research team with the aid of DelveTool software. Results: Our sample included nine participants incorporating consultants and registrars. Three major themes were identified: (i) situational tensions, (ii) relational tensions and (iii) leadership style tensions. Each of these was further explored with subthemes discussed separately. Conclusions: Leadership within the ED is complex and multifaceted, with doctors required to navigate many competing tensions. The present study highlighted key areas for future leadership development, including situational awareness, emotional intelligence and a fluid approach to leadership styles. The present study provides an important step towards enhancing the development of targeted leadership training for EM doctors. [ABSTRACT FROM AUTHOR]

Leader–follower relationships are a cornerstone of leadership research. Considering recent developments that point to emotions as key determinants of dyadic relationships, we shift the focus of this literature to the episodic interplay of leader emotional expressions and follower emotional reactions for the emergence of high‐quality interactions. Specifically, we develop an emotional entrainment perspective stating that the trajectory of leader emotional expressions and corresponding follower emotional reactions over the course of a day gives rise to follower perceptions of their interaction quality with their leader. We glean additional insights by examining follower attachment styles as a moderator. Results of an experience sampling study (Nemployees = 72, Ndays = 479) demonstrate that emotional entrainment of high‐activated emotions (joy and fear) predicts end‐of‐day interaction quality contingent on followers' (avoidant and anxious) attachment styles. Future avenues for research on the emergence of high‐quality leader–follower relationships are discussed. [ABSTRACT FROM AUTHOR]

Surely a leader should know what to do? But what happens when complexity means they cannot know which path to take? We answer this question with an ethnographic study of distributed leadership (DL) in an organisation grappling with inherent tensions within its mission. The article makes a counter-intuitive argument for the value and utility of unknowingness, defined as a state of awareness of both an absence of knowing and one's inability to know. Three inter-related aspects to unknowingness are developed – acceptance of not knowing, tolerance of the discomfort of not knowing, and distribution of unknowingness – leading to an innovative theory of unknowingness. We reveal how unknowingness and DL are bound with each other in the sense that not knowing can enable distribution of leadership within the organisation, whilst DL addresses challenges in complex organisations associated with not knowing. We thereby provide an illustration of the interplay between those with hierarchical authority and others dispersed throughout an organisation. In sum, we provide an alternative perspective to the heroic, all-knowing individual leader. [ABSTRACT FROM AUTHOR]

Investigating the role of individual differences in Environmental Sensitivity for well-being and stress at work is an emerging area of research with significant potential for practical implications in organizational management and human resources. Recent studies have begun to explore how individuals with high sensory-processing sensitivity (SPS) may be more vulnerable to work-related stress than their less sensitive peers, but may also derive greater benefits from positive job resources when available. The present study aims to investigate the role of leadership style in the complex interplay between individual differences in sensitivity, stress at work, and general well-being. A questionnaire was administered through Qualtrics to a total of 317 workers from two medium–large–sized Italian companies, across two waves between May and July 2022. Findings provided support for a three-way interaction effect, with job stressors exerting an adverse effect on participants' well-being, mitigated by democratic and let-it-be leadership styles at the team level, particularly among highly sensitive individuals. Thus, our findings suggest a vantage sensitivity effect and underscore the importance of cultivating positive work climates to enhance workers' ability to cope with stressors and improve their global well-being, with particular relevance for highly sensitive individuals. [ABSTRACT FROM AUTHOR]

Aims: This study examines the contribution of top management's transformational leadership behaviors on two targets of nurses' turnover intention (organization and occupation) by focusing on the indirect (through vigor and dedication) and conditional indirect associations (involving autonomous motivation as a moderator). Background: Although the issue of nurse turnover has received growing scientific attention, the research is currently silent about the specific targets of turnover intention and more importantly, the potential pathways through which top management's transformational leadership behaviors relate to each target. Method: Cross‐sectional data from a sample of 426 French–Canadian nurses and structural equation modeling were used to test the proposed model. Results: Top management's transformational leadership behaviors distinctly predicted organizational and occupational turnover intention through specific nurses' states of engagement. While perceived transformational leadership positively predicted vigor, its indirect associations (via dedication) with organizational and occupational turnover intention depend on nurses' level of autonomous motivation at work. Conclusion: In times of nurse shortage, the present findings provide insights into how and when top management's transformational leadership behaviors relate to nurses' organizational and occupational turnover intention. Implications for Nursing Management: Healthcare organizations are advised to foster top management transformational leadership behaviors and autonomous motivation to sustain the nursing workforce. [ABSTRACT FROM AUTHOR]

AIM The aim of the study was to identify specific actionable behaviors academic nurse leaders can implement to improve nurse faculty job satisfaction. BACKGROUNDThe nurse faculty shortage is a persistent and worsening problem, with job dissatisfaction a significant contributor in the United States. However, little is known about actionable behaviors academic nurse leaders can do to improve nurse faculty job satisfaction. METHODQualitative semistructured interviews were conducted with 15 nurse faculty. Inductive thematic analysis was used to analyze and interpret the interviews. RESULTSFour themesemerged about academic nurse leader behavior: 1) build relationships with leaders and faculty, 2) create an environment where autonomy is valued, 3) facilitate faculty growth and development, and 4) serve as a role model. CONCLUSION Effective leadership contributes to nurse faculty job satisfaction. Academic nurse leaders need to be aware of their influential behaviors and intentionally contribute to creating a workplace environment that promotes nurse faculty job satisfaction. [ABSTRACT FROM AUTHOR]

Volunteer retention is critical for the sustainable functioning of faith-based organizations (FBOs). This qualitative study examines the interplay of two distinct streams of Human Resource Management (HRM) within FBOs: traditional HRM practices and religious HRM practices. Drawing on data from 33 interviews conducted across four Indonesian FBOs, we explore how the integration of these practices influences volunteer retention. Our findings reveal that FBOs employ traditional HRM practices, including recruitment, task design, training, supervision, rewards systems, and managing diversity, to retain volunteers. Additionally, strategically designed religious HRM practices, encompassing spiritual individual development, spiritual leadership, shaping organizational religious culture, and managing volunteers' relations, augment volunteer commitment. This research contributes novel insights into the nexus between secular and spiritual dimensions in volunteer retention, offering a holistic framework for FBOs to optimize volunteer management strategies and sustain their impactful missions. PRACTICAL POINTS: Integrate traditional and religious HRM practices effectively to boost volunteer retention in faith-based organizations and other non-profits. Prioritize values alignment and organizational culture to enhance volunteer satisfaction and commitment, fostering an engaging environment. Emphasize values-based leadership to cultivate an authentic culture reflecting the organization's core values, maximizing volunteer engagement. Extend the research principles beyond faith-based organizations to environmental, social welfare, and humanitarian sectors, optimizing volunteer management approaches for greater impact. [ABSTRACT FROM AUTHOR]

This study investigates the influence of Bureaucratic, Supportive, and Innovative organizational structures on Consideration and Initiating Structure leadership behaviors. The study comprised survey of 261 purposively sampled social workers employed in Kuwaiti governmental social organizations. The Organizational Culture Index (OCI) and the Leader Behavior Description Questionnaire (LBDQ) were used for data collection, and Structural Equation Modeling was used to examine these relationships. The results of this study demonstrate that Bureaucratic cultures significantly affect both the Consideration and Initiating Structure behaviors. Moreover, Supportive organizational culture predicts Consideration, whereas little evidence is found to support if Innovative Culture has any impact on Consideration or Initiating Structure. PRACTICE POINTS: The predominant organizational culture of governmental social work organizations in Kuwait is Bureaucratic. Unfortunately, a smaller number of organizations exhibit a Supportive culture. Above all, the empirical evidence concerning these issues in the context of Kuwait is thin. Most organizations with bureaucratic cultures have leaders whose behavior have either Consideration or Initiating Structure. Those within Supportive cultures demonstrate behaviors associated with Consideration. Administrators in social work settings should promote Innovative and Supportive cultures instead of the predominant Bureaucratic cultures, thus enhancing the workplace environment with team-focused, people-oriented, encouraging, and trustworthy leadership behaviors. [ABSTRACT FROM AUTHOR]

Background: Managerial ethical principles and behaviours guide the roles, duties, responsibilities, behaviours, and relationships of nurse managers in healthcare institutions. Research objectives: The aim of this study was to establish the managerial ethical principles and behaviours for nurse managers. Research question: What are the managerial ethical principles and behaviours for nurse managers? Research design: The Delphi method, one of the qualitative research methods, was used in this study. The Delphi process consisted of two rounds. Data were collected by e-Delphi technique. Participations: 42 experts were included in the first Delphi round and 39 in the second Delphi round. These experts consisted of nurse managers, academicians studying in the field of ethics and nursing management. Ethical considerations: Participation in the study was voluntary and informed consent of the experts was obtained before the study. Approval was obtained from the ethics committee of the university at which the researcher worked (Approval date: 24.07.2020, Decision No: 2020/12-16). Findings: At the end of the Delphi rounds, eight managerial ethical principles and 29 ethical behaviours of these principles were identified. The distribution of these behaviours and principles were: justice (six behaviours), equality (two behaviours), honesty (two behaviours), fairness (two behaviours), responsibility (eight behaviours), confidentiality (two behaviours), clarity (two behaviours), and humanity (five behaviours). Conclusion: These managerial ethical principles and behaviours are intended to guide nurse managers when providing nursing services but should be updated accordingly in line with changing conditions and developments. [ABSTRACT FROM AUTHOR]

In the complex field of evaluating leadership styles, the integration and aggregation of data has become crucial. This article delves into the use of OWA-TOPSIS, a hybrid methodology that combines the Ordered Weighted Averages (OWA) Operator and the Method for Ordering Preferences by Similarity with the Ideal Solution (TOPSIS), to achieve an accurate and holistic assessment of leadership executive. By unifying diverse data and aggregating information from multiple sources, you achieve a more complete and nuanced view of management capabilities and styles. This approach not only improves the objectivity of the analysis, but also provides a powerful tool for decision-making in complex corporate environments, where leadership skills are critical to organizational success. The OWA-TOPSIS methodology stands out for its ability to handle ambiguous and subjective information, transforming it into a quantifiable and easily interpretable result. By applying this method, you can discern more clearly which leadership styles are most effective in different contexts and specific situations. Furthermore, the flexibility of this technique allows it to be adapted to various industries and sectors, making OWA-TOPSIS a versatile solution for leadership analysis. The research detailed in this article offers an innovative and insightful perspective on how to optimize management evaluation, thereby providing essential guidance for improving organizational effectiveness through informed leadership strategically aligned with corporate objectives. [ABSTRACT FROM AUTHOR]

This article aims to establish the connection between managerial style and employee satisfaction. Two hypotheses are examined, based on satisfaction markers and different management techniques: X1. The significant correspondence is between management style and job satisfaction; X2. Employees who favour their manager’s style are more satisfied than those who seek a different manager. Both hypotheses are proven. To achieve higher satisfaction having an attentive manager ranks higher than participating in the decision-making. Results point to specific actions that can be taken in SLAES spheres to boost job satisfaction. Such actions include stronger involvement in the organisation, better performance, lower turnover and others. Those results are based on the questionnaires amongst 1145 participants from the SLAES sector (of which 865 are traders by profession). The conclusions from this paper are applicable in the mentioned field. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to summarize studies that compared the performance of health-care institutions led by leaders with medical background versus those with no medical background. Design/methodology/approach: A systematic search was conducted on three databases: PubMed, Ovid Medline and Google Scholar to identify relevant peer-reviewed studies using the keywords "performance," "impact," "physician," "medical," "doctor," "leader," "healthcare institutions" and "hospital." Only quantitative studies that compared the performance of health-care institutions led by leaders with medical background versus non-medical background were included. Articles were screened and assessed for eligibility before the relevant data were extracted to summarize, appraise and make a narrative account of the findings. Findings: A total of eight studies were included, four were based in the USA, two in the UK and one from Germany and one from the Arab World. Half of the studies (n = 4) reported overall better health-care institutional performance in terms of hospital quality ranking such as clinical effectiveness and patient safety under leaders with medical background, whereas one study showed poorer performance. The remaining studies reported mixed results among the different performance indicators, especially financial performance. Practical implications: While medical background leaders may have an edge in clinical competence to manage health-care institutions, it will be beneficial to equip them with essential management skills to optimize leadership competence and enhance organizational performance. Originality/value: The exclusive inclusion of quantitative empirical studies that compared health-care institutional performance medical and non-medical leaders provides a clearer link between the relationship between health-care institutional performance and the leaders' background. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to describe how first-line managers (FLMs) in home care (HC) reason about the opportunities and obstacles to lead the work according to the individual's needs and goals. Design/methodology/approach: In this participatory appreciative action reflection project, eight managers within one Swedish municipality were interviewed. The data were analysed using a thematic analysis. Findings: The results showed a polarization between two different systems that FLMs struggle to balance when attempting to lead HC that adapts to the needs and goals of individuals. One system was represented by the possibilities of a humane system, with human capital in the form of the individual, older persons and the co-workers in HC. The second system was represented by obstacles in the form of the economic needs of the organization in which the individual receiving HC often felt forgotten. In this system, the organization's needs and goals governed, with FLMs needing to adapt to the cost-effectiveness principle and keep a balanced budget. The managers had to balance an ethical conflict of values between the human value and needs-solidarity principles, with that of the cost-effectiveness principle. Originality/value: The FLMs lack the opportunity to lead HC according to the needs and goals of the individuals receiving HC. There is a need for consensus and a value-based leadership model based on ethical principles such as the principles of human value and needs-solidarity to lead the HC according to the individual's needs and goals. [ABSTRACT FROM AUTHOR]

Copyright of Mediterranean Nursing & Midwifery is the property of Galenos Yayinevi Tic. LTD. STI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Mediterranean Nursing & Midwifery is the property of Galenos Yayinevi Tic. LTD. STI and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

BACKGROUND: Organizations are in a state of continual evolution, driven by the relentless shifts in their external environments. Numerous theories have been proposed to understand the essential skills and capabilities for successful organizational change. Yet, there remains a gap in capturing a holistic view necessary to fully comprehend the dynamics of competence in today's rapidly changing landscape. OBJECTIVE: This research aims to explore and consolidate the concept of 'competence' in the context of organizational change processes. METHODS: Employing an integrative literature review approach, a total of 3,230 studies were screened. Out of these, 32 studies were selected based on strict relevance and quality criteria, providing a robust foundation for the analysis. RESULTS: The findings reveal a multi-layered nature of organizational change, highlighting that the nature and prerequisites of change vary significantly across different organizational levels. By applying a competence lens, we discern how required competence during change are not uniform but rather vary depending on whether they are applied in an operational or strategic context. This demonstrates a nuanced, level-dependent variability in change competence across the organizational hierarchy. CONCLUSION: We conceptualize 'change competence' as a dual-faceted construct. It encompasses both the capacity to leverage existing organizational competence and the adeptness to develop new competence, thereby meeting the evolving demands imposed by both internal and external drivers of change. This comprehensive understanding paves the way for more effective strategies in managing organizational change. [ABSTRACT FROM AUTHOR]

Aim: This study was designed to examine the nurse managers' boundary-spacing leadership's impact on the relationship between nurses' work embeddedness and innovative work behaviors. Background: In today's evolving healthcare environment, innovation is essential for enhancing patient care, optimizing resources, and supporting healthcare professionals. Nurses are pivotal in driving bedside innovation, but cultivating a culture of innovation within nursing teams involves more than just promoting creative ideas. Methods: This is a descriptive correlational study that was conducted at one governmental hospital in Tanta, Egypt. Using Nurse Managers Boundary-Spacing Scale for assessing boundary-spacing leadership, The Global Job Embeddedness Scale for measuring work embeddedness, and Innovative Work Behavior Scale for assessing innovative work behavior, 250 nurses were surveyed. Data analysis was run using descriptive and inferential analysis. Correlation and regression analysis were used to examine the study hypotheses. Results: There is a statistically significant positive relationship between boundary-spacing leadership and work embeddedness (r = 0.615, p < 0.001). Boundary-spacing leadership accounted for 56% of the variance in work embeddedness and 36% of the variance in nurses' innovative work performance. These results highlight the pivotal role of boundary-spacing leadership in both enhancing nurses' work embeddedness and boosting their innovative behaviors. The substantial variance explained by boundary-spacing leadership underscores its critical influence on fostering a supportive and innovative work environment within the nursing field. Conclusion: Boundary spacing leadership style involves connecting internal and external resources, fostering information exchange, and advocating for the nursing team. While work embeddedness positively correlated with innovative work performance, its impact was less significant than boundary-spacing leadership. This suggests that feeling attached to the organization fosters innovation, but leadership style has a stronger influence. Furthermore, the study found a positive and significant correlation between innovative work performance and both work embeddedness and nurse managers' boundary spacing leadership. Practical Implications: The findings emphasize that boundary-spacing leadership is crucial for enhancing both nurses' work embeddedness and innovative behaviors. Healthcare organizations should focus on developing these leadership skills to create a supportive work environment, foster innovation, and improve staff retention [ABSTRACT FROM AUTHOR]

Background: A humble leadership style promotes human relationships above transactional relationships. Purpose: This study aimed to evaluate predictors and differences in humble nursing leadership and team performance based on sample characteristics and the total scores of the concepts. Methods: Using a quantitative cross‐sectional design, convenience snowball samples of 260 participants distributed as nursing academics (66), senior nurses (94), and novice nurses (100) were recruited. An online poll was distributed in March 2022 in selected Jordanian public and private universities and hospitals. Using the Statistical Package for the Social Sciences (SPSS), the general linear model (GLM) was used to determine predictors of humble leadership style and team performance. T‐tests or one‐way analyses of variance (ANOVAs) were employed to detect the differences in the total scores of the studied concepts. Results: Academics, nurses, and teams were generally humble. The team functioned relatively well and effectively. Humble leadership scores correlated moderately with team performance. The ANOVA showed some significant differences between the two studied variables. Conclusions. A humble leadership style improves employees' and the team's performance. This study illuminates how a humble leadership style affects team performance. [ABSTRACT FROM AUTHOR]

As modern work is increasingly characterised by virtual collaboration, leaders have to coordinate teams across multiple work sites. One way to align dispersed team members towards collective goals is to strengthen their identification with the team. However, little is known about how to strengthen identification in virtual teams that do not share a physical environment. We conducted interviews based on the critical incident technique with 26 virtual leaders and 20 virtual team members. Qualitative content analysis revealed six categories of leader behaviour: 1) define the team, 2) strengthen team interdependence, 3) emphasise the team as a whole, 4) empower the team, 5) recognise team effort, and 6) stimulate informal team exchange. By mapping previous research and our findings onto a tridimensional model of social identification, we highlight both, behaviour similar to face-to-face leader behaviour and behaviour unique to the virtual context, and provide concrete behaviours for leadership practice and intervention studies. [ABSTRACT FROM AUTHOR]

The bullying of nurses by patients, doctors, and employees is common in the healthcare industry. Nurses who are bullied are more likely to experience burnout, and nurses who experience burnout are more likely to intend to quit. However, few studies investigate how leadership can mitigate workplace incivility and nurse bullying as a way to improve nurse retention. A cross‐sectional study was conducted using a sample of 216 nurses recruited from various regions across the United States from different specialties. A moderated mediation model using path analysis was used to examine the relationships between bullying, burnout, and ethical leadership in predicting intentions to stay. Bullying significantly and positively related to burnout (β = 0.22, p = 0.02), and burnout significantly and negatively related to intent to stay (β = −0.18,p = 0.01). Perceived ethical leadership predicted intentions to stay (β = 0.62, p = 0.00), and ethical leadership moderated the effect of bullying on burnout (β = 0.20, p = 0.03). The results of our study also suggest that nurses are less likely to quit when ethical leadership is present, and ethical leadership weakens the effect of bullying on burnout. [ABSTRACT FROM AUTHOR]

Background/Objectives: Restorative responses to staff involved in incidents are becoming recognized as a rigorous and constructive alternative to retributive forms of 'just culture'. However, actually achieving restoration in mostly retributive working environments can be quite difficult. The conditions for the fair and successful application of restorative practices have not yet been established. In this article, we explore possible commonalities in the conditions for success across multiple cases and industries. Methods: In an exploratory review we analysed published and unpublished cases to discover enabling conditions. Results: We found eight enabling conditions—leadership response, leadership expectations, perspective of leadership, 'tough on content, soft on relationships', public and media attention, regulatory or judicial attention to the incident, second victim acknowledgement, and possible full-disclosure setting—whose absence or presence either hampered or fostered a restorative response. Conclusions: The enabling conditions seemed to coagulate around leadership qualities, media and judicial attention resulting in leadership apprehension or unease linked to their political room for maneuver in the wake of an incident, and the engagement of the 'second victim'. These three categories can possibly form a frame within which the application of restorative justice can have a sustainable effect. Follow-up research is needed to test this hypothesis. [ABSTRACT FROM AUTHOR]

Background: The dynamic and demanding nature of healthcare environments necessitates that nurses not only possess clinical proficiency but also exhibit high levels of work readiness to adapt swiftly to changes. Authentic leadership has been recognized as a critical factor influencing various organizational outcomes. Aim: Investigating the mediating role of nurses' agility in the relation between authentic leadership and nurses' work readiness. Design and method: A correlational analytical research design was utilized following STROBE guidelines, and data were collected from 249 nurses at a hospital affiliated with Beni-Suef University, Egypt. Instruments included authentic leadership Questionnaire, work readiness scale, and workforce agility scale. Data was collected from the beginning of March to the end of April 2024. Results: The findings indicate that authentic leadership was notably strong regarding morality/ethics dimension (mean score: 15.81), and nurses demonstrated relatively high agility levels, particularly in proactivity (mean score: 29.16). Organizational acumen scored highest in work readiness dimensions (mean score: 53.94). Nurses' overall scores for study variables ranged from 72 to 80% of the maximum, with agility scoring highest (mean score: 85.77). Significant positive correlations were found between variables, especially between nurses' agility and authentic leadership (r = 0.362). Conclusion: Path analysis reveals nurses' agility as a paramount mediator between authentic leadership and nurses' work readiness, indicating its vital role in transmitting the positive effects of authentic leadership. Practical implications include establishing authentic leadership programs that foster nurses' agility especially proactive behaviors. That in turn improve nurses' readiness for various work responsibilities. [ABSTRACT FROM AUTHOR]

Aim: To empirically investigate the impact of ethical leadership on nurses' moral courage in China and examine the mediating role of psychological empowerment in this relationship. Background: Moral courage is essential for alleviating nurses' moral distress, safeguarding patients' safety and rights, and providing high‐quality care. Previous studies have emphasized the strong relationship between ethical leadership and moral courage; however, little is known about the actual impact of ethical leadership on nurses' moral courage. This study introduces psychological empowerment, sets out to test empirically its role in the relationship between ethical leadership and moral courage, and provides countermeasures and a theoretical basis for cultivating nurses' moral courage. Methods: Between February and May 2023, a questionnaire survey was conducted among 837 nurses from five hospitals in Sichuan Province, southwest China. The three validated self‐report scales, the ethical leadership scale, psychological empowerment scale, and nurses' moral courage scale, were used to collect data. We used IBM SPSS 27.0 for descriptive statistics, univariate analyses, Cronbach's α, and correlations of each variable, modeling a hypothesized model of ethical leadership on moral courage in nurses and testing the internal mechanisms by AMOS 26.0. Results: Ethical leadership significantly positively correlated with psychological empowerment (r = 0.374, p < 0.01), as well as moral courage (r = 0.341, p < 0.01). In addition, psychological empowerment significantly positively correlated with moral courage (r = 0.518, p < 0.01). The structural equation modeling (SEM) shows a satisfactory model fit: χ2 = 2156.36, df = 849, χ2/df = 2.540, root mean square of approximation = 0.043, standard root mean square residual = 0.047, normed fit index = 0.911, Tucker–Lewis index = 0.941, and comparative fit index = 0.944. Ethical leadership directly influenced moral courage (β = 0.135, p = 0.006) and indirectly affected moral courage via psychological empowerment (β = 0.247, p = 0.001). Conclusion: Promoting ethical leadership and psychological empowerment is essential for nurses to promote moral courage. The results of this study illustrate the pivotal role of psychological empowerment in establishing the impact of ethical leadership on nurses' moral courage and the partially mediating part of psychological empowerment in this relationship. Implications for Nursing Management: Nursing managers should understand the importance of moral courage in protecting patients' rights and interests, as well as in maintaining a stable nursing workforce. They should reinforce the positive influence of ethical leadership and embrace an ethical leadership style. In addition, providing relevant training to enhance nurses' psychological empowerment will help cultivate moral courage among them. [ABSTRACT FROM AUTHOR]

Although previous studies pointed towards a positive association of ethical leadership and team performance, we suggest that ethical leadership may have unintended, paradoxical effects on interpersonal dynamics within the team, and, ultimately, team performance. Drawing on social information processing theory, we propose that ethical leadership can be a mixed blessing, with paradoxical impacts on team performance via two distinct pathways—task and relationship conflicts, contingent upon the team's informal power disparity. Specifically, we propose that ethical leadership has a positive indirect effect on team performance via reducing relationship conflict but a negative indirect effect on team performance via suppressing task conflict. Those indirect effects are more pronounced when the team has a more egalitarian power structure among their members. Results from a three‐wave field study, in which we surveyed 90 work teams in China, provided support for our conceptual model. Our findings reveal the benefits and costs of ethical leadership and the importance of examining informal power disparity in this leadership process. [ABSTRACT FROM AUTHOR]

This study explored the mediation role of follower organization‐based self‐esteem (OBSE) and the moderation role of workplace friendship in the relationship between transformational leadership and follower qualitative job insecurity. We adopted a three‐wave longitudinal design and collected survey data from 142 Chilean employees. Cross‐lagged mediation panel analysis indicated that transformational leadership had a lagged effect on follower OBSE, which, in turn, had a lagged effect on follower qualitative job insecurity. Further, follower workplace friendship moderated the effect of transformational leadership on follower OBSE such that transformational leadership only promoted follower OBSE when followers had high workplace friendship but did not significantly moderate the indirect effect of transformational leadership on follower qualitative job insecurity via OBSE. Integrating the leadership literature with the job insecurity literature, our study takes the first attempt to explore how, why, and when transformational leadership may influence follower qualitative job insecurity. [ABSTRACT FROM AUTHOR]

Although the volume of literature on abusive supervision differentiation has increased in recent years, it remains a loosely organized body of work, with various conceptualizations, measurements, and contradictory opinions that create considerable confusion for future research. In this paper, we systematically review the conceptualizations and measurements and differentiate two levels of abusive supervision differentiation: abusive supervision dispersion at the group level and relative abusive supervision at the individual‐within‐group level. We then review the theoretical approaches and empirical findings on the consequences of abusive supervision dispersion and relative abusive supervision. Through this holistic review, we identify several conceptual and measurement issues associated with abusive supervision differentiation and find contradictory findings regarding the effects of abusive supervision differentiation. Accordingly, we propose a future research agenda that highlights the areas where additional research is needed to further our understanding of this topic. By doing so, we contribute to a more nuanced understanding of the complexity of abusive supervision differentiation and to the theoretical development of this subject. [ABSTRACT FROM AUTHOR]

Policy entrepreneurs interact with their wider social environment to create social and policy change. To understand entrepreneurial behavior in this context, adopting multi‐level approaches becomes increasingly important. They are crucial to explaining the interdependencies of individual entrepreneurs, immediate stakeholders (such as team members), and their wider context. Scholars focus on specific links, such as those between entrepreneurs and their local community. Very few papers have to date take a holistic approach, even though studying how entrepreneurs interact with multiple levels of stakeholders over time has the potential to better explain entrepreneurial processes. By following a qualitative research approach using two case studies of policy entrepreneurs in Bolivia and Germany, we show that policy entrepreneurs employ different modes of action over time when interacting with their immediate and wider contexts in attempting to foster policy change. Our results suggest that they co‐create with policymakers in order to shape their ecosystems and society at large. [ABSTRACT FROM AUTHOR]

The concept of performance has gradually become established in health policies. Presented as necessary and positive, it is often reduced to efficiency, which results in policies and management styles aimed at optimisation. While they are supposed to guarantee the sustainability of our healthcare systems, these practices have made them fragile. Insights from the life sciences help us understand why. Indeed, biologists observe that living beings do not prioritise optimisation but robustness. To cope with fluctuations, a robust organisation operates with redundancies, apparent waste, heterogeneity, organised fluctuations, slowness, and hesitation. It functions sub‐optimally. This article offers a theoretical reflection and management directions for more robust healthcare systems. [ABSTRACT FROM AUTHOR]

In the present research, we introduce and validate a single‐item measure of identity leadership—the visual identity leadership scale (VILS). The VILS uses Venn diagrams of sets of overlapping circles to denote different degrees of alignment between a leader's characteristics and behaviours and a group's values and goals. Key advantages of the VILS over other existing multi‐item scales are that it provides a holistic assessment of identity leadership, is short, and can be adapted to address novel research questions that are impractical to address with existing scales (e.g. in diary studies, assessing multiple comparisons of many leaders or groups). Data from three studies (conducted in India, the United States and Germany) provide evidence of the VILS' construct reliability and validity. Results also showcase the instrument's capacity to be adapted to assess variations of identity leadership—for example, by assessing a leader's convergence with descriptive and ideal notions of collective self (i.e. with 'who we are' and 'who we want to be'). We discuss the value of including the VILS in the toolbox that researchers and practitioners can utilize to expand our understanding of identity processes in leadership and group behaviour. [ABSTRACT FROM AUTHOR]

Aim: To identify leadership factors for clinicians during in‐hospital cardiopulmonary resuscitation. Design: Systematic review with synthesis without meta‐analysis. Methods: The review was guided by SWiM, assessed for quality using CASP and reported with PRISMA. Data Sources: Cochrane, EMBASE, PubMed, Medline, Scopus and CINAHL (years of 2013–2023) and a manual reference list search of all included studies. Results: A total of 60 papers were identified with three major themes of useful resuscitation leadership; 'social skills', 'cognitive skills and behaviour' and 'leadership development skills' were identified. Main factors included delegating effectively, while being situationally aware of team members' ability and progress during resuscitation, and being empathetic and supportive, yet 'controlling the room' using a hands‐off style. Shared decision‐making to reduce cognitive load for one leader was shown to improve effective teamwork. Findings were limited by heterogeneity of studies and inconsistently applied tools to measure leadership. Conclusion: Traditional authoritarian leadership styles are not wanted by team members with preference for shared leadership and collaboration. Balancing this with the need for team members to see leaders in 'control of the room' brings new challenges for leaders and trainers of resuscitation. Implications for Nursing Profession: All clinicians need effective leadership skills for cardiopulmonary resuscitation in‐hospital. Nurses provide first response and ongoing leadership for cardiopulmonary resuscitation. Nurses typically display suitable skills that align with useful resuscitation leader factors. Impact: What were the main findings?: Collaboration rather than an authoritarian approach to leadership is preferred by team members. Nurses are suitable to 'control the room'. Restricting resuscitation team size will manage disruptive behaviour of team members. Trial Registration: PROSPERO Registration: CRD42022385630. Patient of Public Contribution: No patient of public contribution. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To recognise the important role of nurse managers in ensuring that nursing staff feel supported • To identify how nurse managers can support staff when there are concerns about practice • To consider ways of fostering a climate of psychological safety in your practice. The nursing profession is under growing pressure and many nursing staff find it increasingly challenging to maintain standards and provide safe, effective and efficient care that meets the needs of patients. Nurses’ job satisfaction is predicated on feeling supported, including when there are concerns about practice – whether their own or that of their colleagues. This article discusses how nurse managers can support staff to challenge suboptimal practice, admit their own errors and learn from these by fostering a climate of psychological safety. This includes adopting a relational model of leadership; cultivating open communication; providing clarity on roles and expectations; ensuring transparency and fairness in performance management; having supportive ‘tough conversations’ with staff; demonstrating objectivity when investigating concerns; and promoting a ‘just culture’. [ABSTRACT FROM AUTHOR]

Introduction: The demand for occupational therapy services in Australia has experienced considerable growth in the last decade. Despite an increase in occupational therapy numbers, there remains a substantial workforce shortage. One reason for this shortage is difficulty with the retention of occupational therapists and subsequent workforce attrition. The literature attributes planning to leave as being influenced by high workloads, insufficient time, a negative workplace culture, and stress impacting well‐being. However, much of this research is specific to a practice area, such as mental health, and does not explore the experiences of those who have already left. Knowing why people leave occupational therapy will inform our understanding of how to support and retain our occupational therapy workforce. Methods: A qualitative study was undertaken using narrative inquiry in an Australian context. In 2022, stories were gathered from six former occupational therapists who left within the previous 5 years. Data were collected via semi‐structured in‐depth interviews using Zoom. Interviews were recorded and transcribed verbatim. The data were analysed using narrative and thematic analysis. Findings: Four themes were developed: "I just want to help this person"; "there was no real understanding"; "Trying to find where occupational therapy fits for me"; and "I'm not able to continue ... anymore." Participants experienced dissonance between enacting their occupational therapy values and the expectations of their management. They were challenged by unsupportive workplace cultures and leadership styles that undermined their autonomy. They responded with resilience, and trying new ways to continue being occupational therapists, but became increasingly uncomfortable and stressed until they reached a tipping point where they decided to leave. Conclusion: Increasing leadership development within the profession is essential, along with creative strategies for meeting funding requirements and fulfilling occupational therapy values. Workplaces that provide autonomy and respect the occupational therapy role are likely to support retention. PLAIN LANGUAGE SUMMARY: Occupational therapists are leaving the profession, leading to not having enough occupational therapists in the workforce to meet the needs in Australia. This research asked people who had left the occupational therapy profession to share their stories about why they chose to leave. Six people agreed to participate in an interview, and analysis of this data led to the development of four themes to represent their collective experiences. We found that participants were frustrated by being unable to help their clients in ways that aligned with their occupational therapy values, and they did not always feel supported by their managers when they expressed their concerns. They described their autonomy as constrained by funding models and external processes, and while they tried different strategies to address their growing disillusionment, they eventually decided to leave the profession. This decision was accelerated by issues arising with their health and well‐being, which they attributed to the stressors they were experiencing. This research highlighted a need to closely align work processes with the occupational therapy role and instill workplace cultures that are supportive with sufficient flexibility for occupational therapists to have appropriate autonomy. A review of leadership structures and creative strategies for meeting both the employer and employee expectations is recommended. The participants were all women, but they came from diverse practice areas with a wide range of years of experience prior to leaving. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine and compare the employee preferences for explicit leader behaviors within and across seven Slavic countries, belonging to three Slavic tribes. Our analyses of data obtained from 2542 participants revealed several patterns of similarities in volume and distribution as well as magnitude and structure of these preferences between and within the participating nations, their regions and tribes. The differences, however, are inconsistent. We contribute to the "Black Box" of cross-cultural leadership literature and hope to stimulate further research demystifying and facilitating leadership research and practice in these astonishing nations. [ABSTRACT FROM AUTHOR]

This study investigates the leadership culture within the Czech Republic, using a survey of 389 participants to examine factors that influence leader behavior preferences. The study addresses the gap in specific research on Czech leadership, seeking to reveal employee preferences in leadership behaviors and how these may be connected to national cultural values. It tests hypotheses related to the influence of culture, region, age, gender, education, and organizational type on preferred leadership behaviors. Findings indicate notable regional differences in leadership preferences, with more subtle variations observed across gender, educational background, and types of organizations. [ABSTRACT FROM AUTHOR]

In this study, we examine societal-cultural values and employee preferences for explicit leader behaviors and their relationships in the Russian Federation. Our analyses of data obtained from samples in two large regions (Siberia and Western Russia); indicate the heterogeneity, that is, differences of the traditional, Slavophile-Orthodox, and Western-like characteristics therein. In doing so, we contribute to the literature on culturally contingent business leadership in Russia, by providing a basis for and stimulating research to enlarge and systematize the literature and construct useful practical recommendations. [ABSTRACT FROM AUTHOR]

Geographically and politically, Poland is a Central European country traditionally divided into two regions located to the west and east of the Vistula River. This division has come to be known as Poland A and Poland B. Despite ongoing debates over the past decade regarding the political and economic disparities between these regions, there has been a notable absence of research exploring their cultural distinctions. To address this gap, this study analyzed the cultural variances between these regions, as well as differences in preferred leadership behaviors among individuals born before and after the transition year of 1989. Through multivariate analyses of variances (MANOVA) tests conducted on a sample of 266 respondents, our research unveiled significant differences in several cultural dimensions and leadership styles, partially confirming our initial hypotheses. We discuss these findings in the context of existing research on Polish culture within cross-cultural and international business literature. [ABSTRACT FROM AUTHOR]

The aim of the study is to identify the relationship between national culture and preferred leadership behavior in the Republic of Serbia. Using the Value Survey Module 2008 (VSM08) and the Leader Behavior Description Questionnaire XII (LBDQXII), the research is conducted on a sample of 344 employees in Serbian business organizations. The results show that the national culture in Serbia is homogeneous, but that two Serbian first-level regions according to the Nomenclature of Territorial Units for Statistics (NUTS1) exhibit some differences in preferences for leader behavior and in correlation patterns between cultural values and aspects of preferred leadership behavior. This study fills a gap in researching the relationship between national culture and preferred leadership behavior in Serbia. Moreover, the results provide a basis for aligning actual with the preferred leadership behavior, so that the organizational goals can be achieved more efficiently. Despite the significant contributions, the study is not without limitations, primarily related to the sample size. [ABSTRACT FROM AUTHOR]

This study explores relationships between societal culture value dimensions and preferred leader behavior in Bosnia and Herzegovina (BIH). It is one of the first studies that provide an overview of the dimension of Monumentalism in BIH and bring together all seven cultural dimensions, thus contributing to their overall understanding. Data in two observed regions (region Bosnia, region Herzegovina) have not yielded significant differences in preferred leader behavior across regions, and regarding cultural dimensions, significant differences among regions were found only for Individualism and Masculinity, implicating relatively homogenous culture in BIH. While Power Distance has no significant correlations with any of the preferred leadership behaviors, significant correlations were found for other cultural dimensions. The study's results contribute to a deeper understanding among leaders and employees and enhance managerial effectiveness. [ABSTRACT FROM AUTHOR]

This paper examines Croatian national culture value dimensions, employee leadership behavior preferences, and their relationships. The analysis confirms Croatia's cultural homogeneity revealing no statistically notable cultural difference between its two main regions (Adriatic and Continental Croatia). The research highlights cultural inclination towards Individualism, indicating a value for personal autonomy, individual aspirations, and a family-centric orientation. Croatia demonstrated a weak tendency to Uncertainty Avoidance, pointing to a cultural openness towards risks, changes, and new challenges. Some significant relationships between cultural value dimensions and preferences for leadership behaviors are found. Through its significant results, this study contributes to the understanding of Croatian societal values and leadership preferences. [ABSTRACT FROM AUTHOR]

This study tests the person–environment fit theory in information security (ISec), which describes situations in which the extent of ISec management is linked to positive or negative employee outcomes. We hypothesise that employees appraise their organisational ISec depending on the mismatch or match perception between their needs and organisational supplies. We define a mismatch as ISec misfit and a match as ISec fit and develop hypotheses framing the relationship between ISec fit (vs. misfit), employees' emotional reactions (anxiety and attentiveness), and, subsequently, ISec behaviours (ISec in-role, extra-role, and violation behaviours). We conduct quadratic polynomial regressions and apply response surface methodology to test our hypotheses and obtain two findings. First, ISec management are proactively needed by employees instead of prior enforcement perspective. The results show that ISec management practices are appraised negatively when they either exceed or fail to meet employees' preferences. Second, in expounding on a theoretical construction and empirical test of ISec fit and misfit and their relationships with employee outcomes, we find that attentiveness is greater with ISec fit, whereas anxiety is higher and attentiveness is lesser with ISec misfit. We also find that emotion mediates employees' ISec behaviours, while only anxiety does not mediate extra-role behaviour. [ABSTRACT FROM AUTHOR]

The nursing profession is wrought with high levels of turnover, particularly among new nurses. One reason for this turnover may be explained by a disparity between what new nurses expect in terms of communication from leaders and coworkers and what they realistically receive. This study uses a mixed-methods experimental design to explore young adult nursing students' preferences for manager communication behaviors, how different managerial archetypes influence nursing students' perceptions of their leader, and how personal factors may influence nursing students' preferences for various managerial styles. Findings suggest that new nurses prefer more mentor- and teacher-type managers and that managerial archetypes influence young adult nursing students' perceptions of leader credibility, effectiveness, leader-member exchange, and employee commitment. Furthermore, personal factors such as self-worth and desire for relational communication behaviors influence preferred manager type. Participants' qualitative responses reveal several task and behavioral wants and needs of new nurses. Findings from this study can informatively help to bridge the gap between expectations and reality in the nursing profession, thus addressing a potential reason for consistent turnover. [ABSTRACT FROM AUTHOR]

The complexity of megaprojects and their nested organizational structure contribute to the constant occurrence of project conflicts. The dual identity of project managers brings about two distinct modes of identification: team identification and project identification. These identification patterns may influence the project manager's behavioral preferences and, consequently, impact the effectiveness of conflict management. In this study, we drew upon social identity theory to analyze project managers' behavioral motivations and decision making. Based on extant evidence and our survey data, herein, we assess and elaborate on the effects of different identification patterns on project managers' conflict management style preferences. Our results indicate that unilateral identification tends to result in dysfunctional conflict management styles, while dual identity encourages project managers to consider an integrating style cohesively. Furthermore, a compromising style may serve as a complementary strategy. By establishing the psychological foundation of organizational behavior in megaprojects, our study furnishes valuable insights for project conflict management. [ABSTRACT FROM AUTHOR]

Background: Health care industriesmust consider their sustainable development, and employee well-being is a crucial environmental, social, and governance indicator that should be prioritized. During events such as the COVID-19 pandemic, information transparency is a concern for health care workers. Authentic leaders can build trust by openly sharing their thoughts and feelings. Understanding how authentic leadership affects employee well-being through job stress and how emotional intelligence reduces job stress is essential for health care workers. Purposes: This study investigated the effect of authentic leadership on employee well-being and considered the mediating role of job stress and moderating role of emotional intelligence in this effect. Methodology/Approach: A time-lagged survey of 452 full-time health care workers (comprising nurses, allied health professionals, and administrative workers) from a general hospital in Taiwan was conducted. Findings: Authentic leadershipwas positively associatedwith employee well-being, and job stressmediated the effects of authentic leadership on employee well-being. Among the employees who perceived leadership to be authentic, those with higher emotional intelligence felt less job stress. Conclusion: From the perspective of conservation of resources theory, authentic leadership was identified as a crucial factor influencing how health care workers reduce job stress and improve theirwell-being. Emotional intelligence was identified as essential in enhancing the effects of authentic leadership on reducing the job stress of health care workers. Practice Implications: Organizations should promote authentic interactions between leaders and followers and provide training for developing authentic leadership. They should also provide training to improve their employees' emotional intelligence. [ABSTRACT FROM AUTHOR]

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