This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 lead...

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Leadership, creativity and innovation: a meta-analytic review

BACKGROUND\nLeaders are essential in every organization to achieve patient safety and healthy work environments. Authentic leadership is a relational leadership style purported to promote healthy work environments that influence staff performance and organizational outcomes. Given recent growth in authentic leadership research in healthcare and the importance of new knowledge to inform leadership development, there is an obligation to determine what is known about the antecedents and outcomes of authentic leadership in healthcare settings and clarify mechanisms by which authentic leadership affects healthcare staff and patient outcomes.\n\n\nOBJECTIVES\nThe aim of this systematic review was to examine the antecedents, mediators and outcomes associated with authentic leadership in healthcare.\n\n\nDESIGN\nSystematic review.\n\n\nDATA SOURCES\nThe search strategy included 11 electronic databases: ABI Inform Dateline, Academic Search Complete, Cochrane Database of Systematic Reviews, PubMed, CINAHL, Embase, ERIC, PsycINFO, Scopus, Web of Science, and ProQuest Dissertations & Theses. The search was conducted in January 2017. Published English-only quantitative research that examined the antecedents, mediators and outcomes of authentic leadership practices of leaders in healthcare settings was included.\n\n\nREVIEW METHODS\nQuality assessment, data extractions, and analysis were completed on all included studies. Data extracted from included studies were analyzed through descriptive and narrative syntheses. Content analysis was used to group antecedents, outcomes and mediators into categories which were then compared to authentic leadership theory.\n\n\nRESULTS\n1036 titles and abstracts were screened yielding 136 manuscripts for full-text review which resulted in 21 included studies reported in 38 manuscripts. Significant associations between authentic leadership and 43 outcomes were grouped into two major themes: healthcare staff outcomes with 5 subthemes (personal psychological states, satisfaction with work, work environment factors, health & well-being, and performance) and patient outcomes. There were 23 mediators between authentic leadership and 35 different outcomes in the included studies and one antecedent of authentic leadership.\n\n\nCONCLUSIONS\nFindings of this review provide support for authentic leadership theory and suggest need for additional testing in future studies using longitudinal and interventional designs in more varied healthcare settings with diverse and interprofessional healthcare samples. Knowledge generated through this systematic review provides a more comprehensive understanding of authentic leadership, which can be used to educate future leaders and has the potential to improve leadership development strategies and positive outcomes in healthcare workplaces.

Antecedents, Mediators, and Outcomes of Authentic Leadership in Healthcare: A Systematic Review (Updated)

Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review.

Through social exchange, leaders can offer relational support or resources to facilitate employees' proactive attempts to bring positive change (voice) or novel ideas (creativity) and behaviors (innovative behavior) to their work. We consider these three outcomes under the same nomological network as they all represent employees' idea contribution to the organisation. The present paper thus meta-analytically reviews the findings of research relating leader–member exchange (LMX) to voice (37 samples), creativity (53 samples), and innovative behavior (29 samples). Results show that LMX positively predicts voice, creativity, and innovative behavior. Moreover, LMX is more strongly related with creativity than with voice or innovative behavior, a significant difference maintained even after controlling for study characteristics that may act as confounding variables. Implications of our findings and directions for future research are also discussed.

Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior

The moderating effect of benevolence on the impact of organisational culture on employee creativity

Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange (LMX) as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed.

How is benevolent leadership linked to employee creativity? The mediating role of leader–member exchange and the moderating role of power distance orientation.

Although previous research has examined the main/direct effects of subordinates' trust in their supervisors on the levels of subordinates' affective commitment towards the organizations, little attention has been paid to explore the boundary conditions of this relationship. Two studies were conducted to examine the moderating effect of authentic leadership on the relationship between subordinates' trust in supervisor and their levels of affective commitment towards the organization. In line with the hypothesized model, both Study 1 (cross-sectional design, n = 138) and Study 2 (lagged design, n = 154) demonstrated that authentic leadership moderated the relationship between employees' trust in supervisor and their levels of affective commitment towards their organizations. Specifically, the positive relationship was stronger for employees under higher levels of authentic leadership. The implications for theory and practice are discussed.

Employee Trust in Supervisors and Affective Commitment: The Moderating Role of Authentic Leadership.

Previous neuroeconomic studies have observed that people display sympathetic neural responses toward others' misfortunes. We argue that the reverse emotions, such as gloating or schadenfreude, may also emerge in certain circumstances. To examine this theory, we recorded feedback-related negativity (FRN) toward others' large or small gains or losses in a stock market context. We adopted the framework of social distance, according to which we hypothesized that because others in the stock market are far away, unidentified, and indistinct, people would show less sympathy or even schadenfreude toward others' large losses. The results indicated that FRN at Fz was significantly less negative when observing larger decreases in others' stock, indicating that others' large losses are not unexpected negative events in the stock market and suggesting the existence of schadenfreude. Our research contributes to the understanding of social neurofinance by demonstrating the schadenfreude effect in relation to the stock market. This study also provides new information regarding the relationship between FRN and the social emotions that form the expectations of gain and loss.

Jenny C. Li

Papers

How is benevolent leadership linked to employee creativity? The mediating role of leader–member exchange and the moderating role of power distance orientation.

Employee Trust in Supervisors and Affective Commitment: The Moderating Role of Authentic Leadership.

Non-sympathetic FRN responses to drops in others’ stocks